USAF Strategic Master Plan (May 2015)

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CLASSlFJCATION: UNCLASSIFIED
CLASSIFICATION: UNCLASSIFIED
FOREWORD
Airmen and Airpower Advocates,
This 20-ye~tr Strategic Master Plan advances the strategic vectors and imperatives set by America's Air
Force: A Call ro the Future to provide a strategic framework that will shape the Air Force's future.lt
provides consistent direction across all Air Force portfolios and brings year-to-year coherency to our
plans and programs. However. the changes we need to enact are wider than just choices about equipment
programs. Our Airmen are essential to all our capabilities and we must deliberately plan and invest in
them to me1et the challenges of the future. We must be more flexible in our posture at home and overseas.
We must align our science and technology efforts with innovative concepts and capability development
that wlll offer the opportunity to dominate in the future environment we envision and adapt rapidly when
it changes. These aspects are covered in the four annexes to this plan, which provide actionable tasks to
Air Force commands and agencies.
The Strategic Master Plan does not stand alone. It is at the center of a fully revised Air Force Strategy.
Planning a111d Programming Process, which enables us to make strategy-informed resource decisions.
Programmers and planners at Air Force Headquarters and Major Commands are the primary audjence for
th.is docurn1!nt. Tbe Strategic Master Plan fills a void in strategk direction and will reduce the need for
many existing strategic plans currently issued by various headquarters and orgaruzations. (twill be
complemented by an Air Force Future Operating Concept document that will describe how we will
deliver Glo!baJ Vigilance, Global Reach and GlobaJ Power in agile and innovative ways- appropriate for
the future we face.
These documents certainly do not reflect the sum total of all strategic planning efforts across our Air
Force. There are significant planning documents created by the functional staffs, MAJCOMs, and Core
Function Leads that are critical to form a comprehensive plan. It is imperative, however. that these Core
Function Support Plans and Flight Plans are consistent with the direction in this plan.
Finally, bea!T in mind that this plan is long-term and iterative, and will be updated regularly. We need your
help to improve and refine the plan as conditions and priorities dictate. We must apply discipline and
adjust to th~ world around us; onJy through your efforts can this plan succeed.
:!:t~uc2~~
Secretary of the Air Fore
General. USAF
Chief of Staff
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EXECUTIVE SUMMARY
This Strategic Master Plan (SMP) translates the United States Air Force's 30-year strategy, America's Air
Force: A Cv.llto the Future, into comprehensive guidance, goals, and objectives. The complete SMP
consists of a core nanative, goals, objectives. and four annexes: the Human Capital Annex (HCA),
Strategic Posture Annex (SPA), Capabilities Annex (CA), and the Science and Technology Annex (STA).
The core SMP will be updated every two years, while the annexes may be revised annually. as required.
The SMP's primary audience includes the Headquarters Air Force (J-IAF) staff, the Air Force Major
Commands (MAJCOMs), and the Core Function Leads (CFLs) that reside within the MAJCOMs who are
responsible lfor planning, progran1ming and budgeting. However, guidance in the SMP also serves as
authoritative direction for all Air Force programs and Flight Plans.
The SMP ali.gns long-range Air Force strategy, policy, and guidance with planning and programmatic
decisions of senior Air Force leadership in support ofNational Defense and Combatant Command
requirements. It does this by prescribing broad goals and objectives that help gu ide development of plans
throughout the Strategy. Planning, and Programming Process (SP3) and associated inputs to the Joint
Capabilities Integration Decision System (JCIDS) and Planning. Programming, Budgeting. and Execution
(PPBE) systt:!ms. As described in the Air Force Strategy. the Air Force must aggressively pursue a path
that leads to the instit11tional strategic agility requireo to adapt and respond faster than our adversaries in
an increasingly dynamic environment characterized by constrained resources. Although the core SMP
does not specify priorities for investment or divestment. its imperatives and vectors provide shared
understanding that empowers Air Force senior leaders to align interests and reach consensus in the face of
difficult plarming choices. The priorities expressed in the four annexes provide a frantework to guide
HAF, MAJC'OM, and CFL staffs as they build balanced options for the Air Force within the SPJ.
The Air Fon;e will increase Agility by strengthening our culture of adaptability and innovation in Airman
developmen1t and education. capability development, operational training and employment, and
organizations. To increase our Inclusiveness. we must focus on empowering the members of the Air
Force Team, improving the structure and culture that populates it. and expanding our connections both
outside and w ithin the Service.
The Air Force Strate~'Y's five strategic vectors identify priority areas for investment, institutional change.
and operational concepts:
1. Provide Effective 21"-century Deterrence: The nuclear mission remains the clear priority of Air
Force le:aders, but the Air Force also offers many additional capabilities to deter a wide range of
actors.
1. Maintain a Robust and Flexible Global Intelligence, Surveillance, and Reconnaissance (ISR)
Capabil.ity: The Air Force will employ agile multi-domain solutions to detect, characterize. deter,
and defc:at adversaries. This requires an agile. coordinated multi-domain ISR approach that provides
commalltders with multiple options.
3. Ensure a Furl-Spectrum Capable, High-End Focused Force: The Air Force must focus on the
skills and capabi lities that deliver freedom of maneuver and allow decisive action in highly-contested
spaces. However, we must retain the ability to succeed in low-intensity conflict.
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4. Pursue a Multi-Domain Approach to our Five Core Missions: To achieve the most effective
solutions across the spectrum of military operations, we will increasingly integrate and employ
capabili1ties operating in or through the cyberspace and space domains in addition to air capabilities.
5. Continue tbe Pursuit of Game-Changing Technologies: . We must continue to pursue radical
improvements in technology, that when combined with new approaches and organizational changes.
expand or maintain asymmetric advantages over adversaries. This requires the identification and
harvesti111g of potential breakthroughs in thinking d1at might amplify the enduring effects that
underpin our advantages in air. space, and cyberspace.
By establishing a core strategic approach that spans the Air Force. the SMP represents a significant shift
in the way the Air Force conducts its business. As subsequent iterations ofthe SMP inform- and are
infonned by-annual Planning Choices events and ongoing Service-wide activities to organize. train, and
equip the Service. the structure and content of this document will evolve to best articulate the Air Force' s
long-range strategic plan.
CLASSIACATION: UNCLASSIFIED
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CONTENTS
Foreword ....................................................................................................................................................... 2
Executive Su1n1nary ................................................................................... ................................................... 3
Introduction .... ...............................................................................................................................................7
Background and Purpose ....................................................................................................................... ?
Scope atnd Structure of the Strategic Master Plan ................................................................................. 8
Figure I: Internal Structure of the SMP ................................................................................................ 9
Figure 2: The SMP within the Strategy. Planning, and Programming Process (SP3) ......................... 10
Assessrnent and Revision .................................................................................................................... ! I
Assu1nptions .. ....................... .............................................................................................. ................. 1 J
Risk ...................................................................................................................................................... 11
Tenns and Definitions ......................................................................................................................... ll
Figure 3: Objective Naming Convention ............................................................................................ 12
Strategic lmperalives ................................................................................................................................... l3
IMPERAlrrYE: AGILITY ...................................................................................................................... 13
Development and Education ............................................................................................................... 13
Capability Development ...................................................................................................................... 14
Operational Training and Employment ............................................................................................... 16
Agile Otrganizations ............................................................................................................................. 17
Table 1: Goal and Objectives Supporting Agility ............................................................................... 19
IMPERAlrlVE: INCLUSlVENESS ....................................... : ................................................................ 25
Structure of the Air Force Tea1n .......................................................................................................... 2S
Air For,ce Culture ................................................................................................................................ 26
Partnerships ......................................................................................................................................... 27
Table 4: Goal and Objectives Suppo1ting lnclusiveness ..................................................................... 30
Strategic Ve,ctors ........................................................................ ,................................................................ 36
VECTOR: PROVIDE EFFECTIVE 2 ls 1 -CENTVRY DETERRENCE ................................................ 37
Strategic Nuclear DeteJTence ............................................................................................................... 37
Deterring Other Strategic Attacks ....................................................................................................... 37
Table 7: Goal and Objectives Supporting Deterrence ......................................................................... 39
VECTOR: MAINTAIN A ROBUST AND FLEXIBLE GLOBAL INTEGRATED fNTELLIGENCE,
SURVEILLANCE AND RECONNAISSANCE CAPABILITY .......................................................... .41
Table 8: Goal and Objectives Supporting ISR ....................................................................................... .43
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VECTOR: ENSURE A FULL-SPECTRUM-CAPABLE, HIGH-END-FOCUSED FORCE ............... .45
Table 9: Goal and Objectives Supp01ting a Full-Spectrum, High-End-Focused Force ..................... .49
VECTOR: PURSUE A MULTI-DOMAIN APPROACH TO OUR FlVE CORE MISSIONS ............. 53

Table 1 1: Goal and Objectives Supporting a Multi-Domain Approach ............................................. .57
VECTOR: CONTINUE THE PURSUIT OF GAME-CHANGfNG TECHNOLOGIES ....................... 59

Table 12: Goal and Objectives Supp01ting Game-Changing Technologies ........................................ 62
Glossary ....................................................................................................................................................... 64
ANNEX A- HUMAN CAPITALANNEX .... ..... ..................................... .................. .......A-1

ANNEX B- STRATEGIC POSTURE ANNEX ................................. ................................. B-1
ANNEX C- CAPAI31LITIES ANNEX (S) ........................................................................ C-1
ANNEX D- SCIENCE & TECHNOLOGY ANNEX (SIN F) .................................................. D-1
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INTRODUCTION
Background and Purpose
In the 2014 Air Force Strategy, entitled America's Air Force_ A Call to the Fultn-e. the United States Air
Force outlinces its 30-year strategy lo address a future environment characterized by unce1tainty and
change. The following Strategic Master Plan (SM P) operationalizes the Air Force Strategy by providing
authoritative direction that informs Service-wide planning and prioritization on a 20-year time line.
The 2014 Air Force Strategic Environment Assessment (AFSEA) identified four areas where emergent
threats to our current world model are likely to provoke profound and rapid change over the next 20
years:
Geopolitics
Natural resources
Challlenges to the Global Commons
Speed oftechnologica l change
To provide for a robust national defense and field suitable capability and capacity in support ofjoint
operations, the Air Force will pursue systems, concepts, people, and organizational structures that are
more agile and inclusive. The Air Force Strategy addresses this need by expounding these two strategic
imperatives Ito drive a culture change. To focus our efforts in making tough choices about future
capabilities, the Strategy fu rther identifies five strategic vectors. These vectors will guide investments,
institutional changes, employment concepts, and ultimately shape efforts to deliver national security
through the strength of our Airmen and the responsive and effective application of Global VigilanceGlobal Reach-Global Power tor America.
The SMP focuses largely on elements of change in the organization, training_ and equipping ofthe Air
Force. This focus should not discount or diminish many of the successful ongoing efforts oftoday's
Airmen or the incremental improvements already underway such as Air Force 2023, which remains in
effect. The direction in the SMP provides the basis for detennining what we should continue doing and
what we should change, but informed collaboration will be the true driving force behind our efforts.
The following sections explain the intent of the SMP, its intemal structure (see Figure I), and its position
within the hierarchy of the Strategy_ Planning_ and Programming Process (SP3) (see Figure 2). The three
main purpos,es of the SMP are to:
Tra1nslate the Air Force Strategy's Imperatives and Vectors into capability development
and planning direction. The SMP dist:usses each Imperative and Vector in detail, and defines
supporting goals and objectives. While the broad goals. and objectives defined in the SMP will be
a key factor in subsequent prioritization decisions, they themselves are not prioritized because
they are inherently interdependent and are all essential to achieve the Air Force Strategy. rnitial
prioritization will be described in the SMP annexes and subordinate documents_ paliicularly Core
Function Support Plans (CFSPs) and Flight Plans, but prioritization will not be complete until the
periodic Planning Choices event (see definitions and Figure 2 below).
Align activities across the Air Force. Subordinate plans must aim to achieve the SM P
objectives, and may include subordinate objectives and tasks as appropriate. Core runction Leads
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(CFLs) are formally directed to comply with the SMP through the SP3. MAJCOMs and other
agencies will ensure their plans are consistent with the SMP.
Provide a mechanism to track progress against the Air Force Strategy. Headquarters Air
Force (HAF) AS/8 wil l measure progress against the Air Force Strategy using the objectives in
the SMP.
Scope and Structure of the Strategic Master Plan

The SMP is directly below the Air Force Strategy in precedence and includes four annexes. Each annex
focuses on a foundational e lement of the Air Force Strategy. which relates broadly to people, places.
things, and the futu re. The annexes translate the SMP's comprehensive goals and objectives into tangible
actions and priorities. The four annexes are as fol lows:
Human Ca pital Annex (HCA). The Human Capital Annex will be the pri ncipal driver behind
the c:hanges we seek in our Air Force. It sets the conditions tor a much more agiJe and inclusive
Air Force by providing strategic-level guidance on accessions. professional development,
retention, and organization of our Airmen.
Strategic Posture Annex (SPA). The Strategic Posture Annex provides direction on where and
how the Air Force w ill pursue the mid- and tar-term development of stateside and overseas
basing priorities to support the steady state and rotational forces. The Air Force's strategic
posture is managed by assessing force requirements aga inst the Strategy and ensuring adequate
footprint and agreements are in place to support critical military operations.
Capabilities Annex (CA). Tile Capabi lities Annex describes Air Force core capabilities.
capability gaps, and capability development priorities over time. The an nual Strategic Planning
Guidance refines CA priorities, as fiscal realities are factored into the SP3 .
Science and Technology Annex (STA). The STA guides the Air Force's Science and
Technology (S&T) portfolio in two ways. First, it looks at technology evolution to address
existing capability needs. Second, it. addresses potentially revolutiOnary technoJogies that. while
not mature, have the potential to be game-changing.
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STRATEGIC MA5TER PLAN

BaclflniUDd
As'ses&nlent/Revl51on
.......
AG 1 Objective 1
AG 1 Objective 2
Contributing Obj:
IN 1 ObJective 1
Hum;nn Capital Annex

HCA Objective 1
HCA Objective n
IN 3 Objective 1
N 3 Objective 2
Contributing Obi
AG 2 Objective 2
Strategic Posture Annex

SPA Objective 1
SPA Objective n
Capabilities Annex
CA Objective 1
CAObjedive n
Sci & Tech Annex

STA Objective 1
STA Objective n
Figure 1: Internal Structure of the SMP

Through the HCA. SPA. CA, and STA, the SMP consolidates and transmits strategic direction to staffs
preparing Strategic Planning Guidance, Core Function Support Plans, and Flight Plans:
Strategic Planning Guidance (SPG). The annual SPG provides stTategic fiscal and force
strwcture guidance to Core Function Leads and MAJCOMs.
Core Function Support Plans (CFSPs). The SMP and SPG provide direction for the CFSPs.
CFSPs provide proposals approved by CFLs for organizing, training, and equipping (OT&E)
assigned Service Core Functions. These proposals are created under various risk and resource
constraints defined in the SPG. They provide a description of the Core Function' s capabilities and
an analytically-based, prioritized list of gaps in those capabilities based on time, scenario, and
risk to mission and force. CFSP narratives provide the analytic basis for their accompanying
capability gap assessments and Planning Choice Proposals (PCPs).
Flig;bt Plans. All top-level plans that infonn resourcing decisions (other than CFSPs), such as
MAJCOM plans or functional plans by Deputy Chiefs of Staff are referred to as Flight Plans.
Flight Plans do not specifically need to address SMP objectives, but must be aligned with the
Strategy and SMP. Flight Plans may be used to achieve alignment across functional areas,
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influence resowcing decisions, provide jnfonnative inputs to CFSPs, or direct discrete (i.e. nonCFL-related) activjties. Flight Plans may also be used to develop PCPs. 1
Platrtning C hoices Event. Air Force senior leaders meet annually to convene a Planning Choices
Event, where they incorporate and adapt CFSP PCPs into options for investment and divestment
in a1::cordance with the SMP/SPG priorities. The result is a 20-year Resource Allocation Plan
including a I 0-year Balanced Budget. This becomes the basis for Program Planning Guidance,
whitch provides strategy-informed, capability-driven, and resource-balanced instructions for the
Air Force Program Objective Memorandum (POM).
****
Air Force Strate
1--.
.I
Imperatives (AG, IN)

Strategic Vectors
Direction
l=....=. ~ Informative
****
- - - - - - - - - ~ ~
Goals
Objectives
Strategic
Posture Annex
Capabilities
Annex
Science &
Technology
Annex
I
~
- - - - - - - - - _,,...Joo.. ,
I
10-year Balanced
Budget
L - - - - - - - - - - - -
Figun! 2: The SMP within the Strategy, Planning, and Programming Process (SP3)
The Chief of Air Force Reserves (CAFR) Component Master Plan has a unique scope, but is a similar-level
document that can also be considered in PCPs.
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Assessmmt and Revision

The SM P is an iterative document and will be revised eve!)' t\\ o years based on progress against the
enduring Air Force Strategy and as higher-level defense strategy and guidance evolves. llowever. this
initial version may be revised earlier. Regular assessments will evaluate compliance and consistency as
well a::> measure pro!,_rress toward meeting the goals and objectives in the Strategy
Any sugges11ions for improving the SMP are welcome and should he forwarded to AF/ASSS as they arise
lO ensure thi1s plan remains agile and useful.
Ass umptions
Developing a strategy requires certain assumptions about a future state. In order to manage accuracy and
relevance, these assumpttons are clearly expla ined to petmil periodic review and update.
Res ponsibilities. The Air Force will remain responsible to the nation for organizing, training,
equipping, and providing disciplined torces to deliver responsive and effective Global Vigilance,
Global Reach. and Global Power through our five core missions. which may evolve over the neA.t
20 years (as they have done since 1947).
Pos tu re. The Asia and Pacific Area of Responsibility (AOR) will be a region of increased
national emphasis. However, the United States will continue to rely on the Air Forces ability to
provide rapid. effective forward presence any,'<here around the world.
Demand . Combatant Command missions and requirements will exceed the Air Force's capacity
to meet them.
Resourcing. We can expect reduced funding levels, with further reductions in the near-tenn and
no rnorc than moderate increases in the mid- to far-term.
Tot.al Force. The Air Force as an institution will remain fundamentally commitled to the Total
Foree. with a multi-component approach throughout the SP3.
Risk
Strategic agil ity hinges on the ability to negotiate risks associated with change and avoid the risks
connected tl) stagnation. Risk is a function of uncertainty quantified by probabil ity, exposure, likely
consequcnc<~s, and cost: however. uncertainty and chance arc integral elements of warfare that cannot be
eliminated. The Air Force must avoid defaulting to the safest course, and prudently accept risk in order to
yield new opportunities. Strategic Choices and related decisions must be based on robust risk assessments
conducted under various resource constraints and against approved scenarios. Development of a common
risk framework will allow CFL risks and detailed understanding of the available trade space to be
integrated at the llAF in preparation for Planning Choices events.
Terms and Definitions

for the purposes of this document, the following apply:
Gu::1l: An e:-.pression of the desired future state of the Air r orce in a pru1icular area or theme.
Goa Is define and prioritize broad direction, and arc inherently long-term in nature.
Obj ective: A major milestone or adion required to achieve a goal.
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o
SMP objectives adhere as far as possible to the SMART (specitic, measurable.

achievable. realistic. and time-bound) model. However, some may need further
development as the plan matures.
o Objectives in the SMP annexes arc subordinate to the SMP goals and objectives. More
than one annex will often contribute to achieving an SMP objective. For example,
introduction of a new capabi lily may have human capital and posture implications.
o Most SMP objectives Link directly to one or more anne~es, but some also include
additional action or involvement from other agents not covered by theCA, HCA, SPA or
STA. The ''Other" category in the tables and graphics depicts these links.
o CFSPs and Flight Plans may have their own subordinate objectives.
Co111tributing Objective. An objective may contribute to achieving more than one goal. Such an
obj,ective is listed under the primary goal. and as a contributing objective under any other goals
on which it acts (see Figure 4).
Time Factors: Objectives are classified as near-tcm1. mid-term or far-term based on when they
need to be completed. Activity contributing to the objective ma) need to begin much earlier (in
most cases in the near term). and, in the case of a steady-state objective, activity may continue
beyond ils achievement.
o Ncar: 0-5 years. or within the current Future Years Defense Program (FYDP).
o Mid : 6-10 years.
o Far: beyond I 0 years.
Objective Naming Convention: Objectives are prefixed by the 3-digit code for the goal to which
they primarily contribute, and then numbered sequentially. such as AG 1.:!. Objectives are then
assigned to the applicable annexes for action as indicated in the tables of goals and objectives. In
each of the SMP annexes. sub-objectives are prefixed by the code for the goal and SMP objective,
and then identified by H, P, C, or S for objectives in the HCA. SPA, CA and STA respectively:
see Figure 3 below:
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G1,.2rC1
'
I II
SMP SMP C.J\

GOAL OBJ OBI
Figure 3: Objective Naming Convention
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STRAl'EGIC IMPERATIVES
The Air Fo.rce Strategy identifies two strategic imperatives that underpin a fundamental change in the
nature of the Service: Agility (AG) and Lnclusiveness (IN).
IMPERATIVE: AGILITY
Section Overview. The Agility we seek will enable the Air Force to adapt our capabilities
and think,ing to assess a dynamic threat environment, outmaneuver adversaries, and
support onar partners. Our strategy expresses an iterative approach, balancing desired
capabilitic~ with available resources within an evolving strategic context. The Air Force
will enhance agility by strengthening our culture of adaptability and innovation by longterm inv 4ltments in:
Airman Development and Education, specifically related to recruiting and new

op1ions for service, retention, and education.
CaJ~ability
Op,erational Training and Employment through new and affordable approaches to

training, modeling and simulation, and command and control.
Ad~tptive
Development, emphasizing agility through modularity, system

intiegration, acquisition agility, and increased experimentation.
Organizations through new and more agile structures and processes.
Development and Education

An agile Air Force requires agile Airmen. We must adapt our recruiting, development. and retention
processes to grow such Aim1cn.
Recruit cutting-edge talent. Mission-critical qualities are evolving. A complc>. future demands a
new generation of Ainnen with a diverse blend of talent suitable for that environment. The Air
Foncc must increasingly develop Airmen with abilities thatcru1 exploit the emerging globalized,
information-based, and networked environment rather than the industrial processes of the last
cenrtury. These desired skills influence operations in all domains and across all core missions. The
Air Force will devote increased resources and attention to nontraditional venues (one example is
the CyberPatrior competition). Those who answer the call to serve will join an agile team that
cultivates their skills and values their contributions to operational success in the multi-domain
complexity of highly contested environments.
Provide a range of options for service. Many Airmen will continue to follow traditional career
tracks that hone perishable skills in mission-criticallields. However, we will also broaden the
options available to pursue agile developmental paths. The Air Force will explore increased
opportunities for Airmen to transition back and forth between active duty. Guard and Reserve
\\ \\W .uscvberpatriot.or~
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service. In addition, Airmen should be able to pursue opportunities with organizations across the
Dep,artment of Defense (DoD) or outside it with a subsequent return to unifom1ed service.
Individuals with broad experience along a continuum of service will complement those with
concentrated expertise in specitic mission sets. The result will be a more diverse team of
innovators who will sustain the Air Force with a steady influx of new ideas and intom1ed
judgment. allowing us to adapt and operate more responsively than our adversaries.
Ret:ain our expert warriors. Airmen serving today have spent years fighting alongside joint,
intentgcncy, and allied pattners. They represent a significant investment by the Air Force. We
must preserve our ability lo integrate and collaborate across the full spectrum of operations, and
that means retaining the experience and judgment of our veteran warriors even as we recruit new
minds. The Air Force will retain its top talent by providing Airn1en and their families with better
ince:ntives that go beyond simple financial rewards. As we become a lighter, leaner force, taking
care of Airmen and families must remain an Air Force priority.
Unlock capacity for comprehensive education. The Air Force will develop Airmen who are
critical and creative thinkers by implementing an agile, individually tailored approach to life-long
education. and e liminating superfluous demands from already encumbered schedules. However.
whi.le we will support learning with appropriate technology such as computer-based training, we
will not lose the mentorship inherent in the instructor-student relationship.
Capabili1ty Development
The Air Fon::e needs capability options to execute missions in support of national defense and joint and
combined operations under a wide array of contingencies. These capabilities must be responsive to
changing needs. They must be affordable and adaptable enough to be modified easily or divested when no
longer mission effective. They must be able to integrate seam lessly with other assets. The capabi lity
development process itselfmust also become more responsive. adaptable, and agile. The increasing rate
of change oftoday' s technologies and security environment is fundamentally at odds with a decades-long
capability development process that often fields cumbersome. inflexible, and expensive systems.
Therefore, we must :
Pursue modular, adaptable, and upgradcable solutions. A modular approach to capability

devdopment w ill mitigate and distribute risk across a wider range of providers. We will embrace
"agile acquisition" techniques and focus on risk reduction through production prototyping and
new engineering development models. Future systems will include air and space frames, power
pla111ts, sensors. processors. multi-domain communication pathways. and anuaments that are
compatible, interchangeable. resilient. and suitable for diverse. multi-domain missions and force
compositions that may not have been apparent at the outset of a program. This includes designing
prudent Human Systems Integration (HS l) early in the systems engineering process. Modular and
inte1roperable systems developed through an Open Systems Architecture (OSA) using components
w ith wel l-defined functions and interfaces will reduce costs and shorten the acquisition timeline.
The Air Force will examine all capability requirements against ex isting joint capabilities with an
eye toward adopting shared solutions, even if that adoP.tion requires changing Air Force
operational concepts.
The Air Force will act as integrator at both the platform and enterprise level, and will define
technical standards and common architectures that w ill ensure our capabiJ ities are i11tegraled and
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interoperable with weapon systems in other domains and with those of our partners. While this
approach to systems integration will require investment in both organization and people. it will
lowc!r the cost of failure and inspire creative risk-taking. Modularity will allow platforms to
receive timely upgrades that amplify and extend their usefulness as both environments and
adversaries evolve. OSA also provides maximum flexibility in designing a "system of systems' to
provide untque capabilities. We will also examine innovative ways to use mature systems for a
greater variety of circumstances and environments.
Em1power the Air Force as a customer. An agile Service demands an agile acquisition
enterptise that can balance capabilities. time, and costs. The Air Force will strengthen the
acquisition workforce through enhanced training, education. and recognition. We will improve
business acumen in the acquisition workforce, competitively hiring professionals e"X'ternally
where necessary. This cadre of cross-functional professionals will collaborate effectively with
operators and requirements experts to deliver agile, innovative, adaptable. and affordable
capabilities. In conjunction with senior Air Force and DoD leaders. they will work with Congress
to improve acqutsition processes and identify and change or eliminate the practices and
bureaucracies that hinder the delivery ofwarfighter capabilities. Additionally, the Air Force will
aim to own system technical baselines wherever possible to improve program performance.
lnc<!ntivize innovative, competitive solutions. fhc Air Force will invigorate the e.A'traordinary
talent resident in America's industriaL commercial, and academic sectors by increasing
communication. healthy competition, and transparency. The Air Force will conduct prototyping.
e:-.pt!rimentation. and development planning. to include systems engineering, to fommlate and
evaluate viable concepts. identify technology shortfalls. and assist in refining requirements. In
addition to current research and development efforts. the Air Force will invest seed money into
competitions. studies, and demonstrations that galvanize the S&T community to apply their
creativity and resources to solve complex problems. ~ These modest investments will allow the Air
Forc:e to determine quickly the viability of potential pathways forward.
lnject Pivot Points to assist acquisition agility. The Air Force will ensure that the requirements
and acquisition processes include opportunities tor programs to change the direction they are
headed based on developments in technology, demonstration of new concepts. or budget issues.
Properly implemented, these pivot points'' will provide an opportunity to make cost and
capatbility trades across, as well as within, programs. They will create opportunities to augment,
adjust, or sever components of systems without derailing development planning. generating cost
overruns. or crippling our industry partners. They also create opportunities for inserting new
technologies into existing programs. Increased capability in the acquisition enterprise will
enhance our ability to control lifecycle costs and reliably deliver timely. suitable solutions to the
-.varlighter.
Usc experimentation for agile capability development. Meeting the challenge articulated in the
Air Force Strategy necessitates a more integrated. agile capability development framework and a
Exemplified by contests such as the XPRIZE or the Defense Advanced Research Projects Agency (DARPA)
Robotics Challenge.
15
renewed commitment to fostering innovation enabled by development planning, science and
technology. and robust experimentation campaigns. Experimentation is a tool to transform
innovative ideas. concepts, and technologies into demonstrated warlighting capabilities. It
provides a means for multi-disciplinary teams of operators, researchers. and acquirers to conceive
andl co-evolve new system concepts with the doctrine to implement them cfTcctively.
Experimentation will also examine innovative and unconstrained methods of employing eXcisting
systems in a variety of circumstances and environments to provide potentially entirely new
capabilities. ln concert with development planning. experimentation will evaluate 'system of
sysiems" or family of systems concepts and multi-domain approaches resulting in mature
concepts; concepts of operations (CONOPs); tactics. techniques. and procedures (TI' Ps); and
enabling technologies that inform Air Force strategic decisions.
Operational Training and Employment

Although the Air Force faces an e:-..1ended period of drastically constrained resources, the imperative to
train and emplo) combat power with agility and resolve remains paramount. Ainnen will rise to these
challenges when the} receive the trust training. and doctrinal flexibility needed to improve and innovate.
Mutual trust and delegation. Aim1en exemplify initiative and prudent risk-taking when the1r
commanders trust their judgment and empower them to act boldly. This mindset must permeate
our operations. To empower innovative Airmen at all levels. Air Force leaders will establish and
uphold a Service-wide climate of mutual trust. We wi ll review our promotion and assignment
systems to e nsure time-in-grade and milestone-based qualifications for advancement do not stifle
initiative and innovation to develop these Aim1en and leaders.
Ini1iaJ SkilJs Training (1ST). 1ST must keep pace wit~ both Air Force requirements and
technology. When technology and cyber threats are changing at a geometric rate. we cannot wait
18-.24 month!. for our school houses to update curriculum. Iterative curriculum updates and
incorporation of a rapid feedback loop from the field (supervisors. commanders and MAJCOM
Functional Managers) is the way we will overcome the gap between current day 1ST and the
skills needed in the ticld.
Comprehensive, integrated training. Training for full-spectrum operations has suffered during
recc:nt operations when our focus was. rightly, on a particular part of the range of military
ope rations. Despite the prospect that the demands on our force will change. keeping our Airmen
trained and ready for full-spectrum conflict will remain a challenge. The Air Force will pursue
creative approaches to combine training across multiple mission se~. to cultivate Airmen who arc
not only experts of their own crafts but are also cognizant of complementary capabilities.
Adva nced Live-Virtual-Constructive (LVC) training. Future training and exercises will
integrate LVC venues to enable the Air Force to develop and evaluate realistic, multi-domain
approaches to complex and emergent challenges. Training will emphasize disciplined initiative.
prudent risk-taking, and comprehensive problem solving against agile adversaries in uncertain,
conrtested environments.
Experimentation enabled by Mod eling and Simulation (M&S). Distinct from training, our
most experienced operators must be able to experiment with concepts and TIPs in a robust M&S
environment. While not training in a pure sense, this is an operator-driven activiry that establishes
a fi1m feedback loop into the Capability [)cvelopment process.
CLASS! FICATION: UNCLASSIFIED

16
Agille, integrated command, control, and em ployment . The Air Force will lead lhe high-end
fight even as it remains a crucial compone-nt of unified action across the spectrum of military
operations. Accordingly, we will build and maintain common standards and architectures for
command and control (C2) and communications with our joint, interagency, and international
partJners. This progress involves acknowledging that distjnct contingencies demand different
methods of multi-domain C2. We will evolve Air Force C2 doctrine to include variable models of
centralization and decentralization, organization. and execution. We will preserve the lessons
learned from decades of combat by maintaining robust relationships with our partners. Frank
interactions, more frequent exchanges, and unified training will cement these bonds and enhance
our :agility.
Cost-conscious miodset. l11e requirements and challenges of the future will be faced within an
enduring fiscally constrained environment. Airmen must balance operational readiness and risk
within a cost-conscious mindset that supports the utilization of resources toward maximum
operational effectiveness. This mindset is particularly impo11ant in the development and use of
technologies and techniques to optimize energy usage and efficiency across our missions in air,
spac:e, and cyberspace.
Agile
Oq~anizations
Risk of failure is a necessary condition for true innovation, and agile organizations maintain the flexibility
to adapt and adjust their approaches and structures in response. lnstitutional entrenchment in the form of
deep hierarchy. overregu lation, massive coordination requirements. and an errone.ous attachment to 'the
way we've always done it" can stifle progress. The Air Force will foster organizations that can
responsibly learn from minor setbacks in pursuit of major achievements.
Acc,elerate Institutional Feedback Loops. Mutual trust is the foundation of agile, successful
organizations because it allows for constructive communication. The Air Force will improve its
organizational structure by accelerating feedback loops ve1iically within the chain of command
and laterally across organizations. Commanders must empower Airmen lo modify
counterproductive practices promptly and to share innovations laterally.
Enable Emergent Networks of Experts. Technology provides numerous means to create and
encourage collaboration in an era of constrained resources. The J\ir Force will leverage advanced
telecommumcations and integrated LVC venues to allow Airmen of all disciplines to collaborate
with each other and our joint, interagency, and international partners. Flexible, self-organizing
networks of subject matter expetts wiJl be fettile grounds for advances that are currently
inconceivable.
Flatter, More Agile Organizations. The Air Force needs to be able to push decisions and
execution to the lowest infonned level. Discipline and the unbroken chain of command wi II
remain fundamental elements of the protession of arms. However. in the fu ture. organizations
with. distributed decision-making and execution authority will be optimally po ised to engage
emergent obstacles and threats. To leverage a diversity of backgrounds, experiences, and
perceptions. Air Force leaders at all levels must be tmined and empowered to build their own
teams, using a decentralized personnel assignment authority within responsible constraints. and to
create a culture o f inclusiveness.
17
Reuwvate Organizational Processes and Structures. We will train Airmen to be skilled

practitioners of process improvement and organizational techniques that maximize productivity
andl efficiency whilt! inculcating a philosophy of continual improvement within the service
culwre.~ Airmen" ill be encouraged to bring forth ideas at every level of leadership for potential
implementation. Air Force units at every echelon will continually analyze and implement
app,roaches to eliminate redundant oversight and duties that encumber Airmen and stifle
productivity. This will result in fewer additional duties. fewer forma l meetings. simpl ified staff
coo,rdination. and tailored approaches to reporting and accountabi lity that arc not one-size-fitsall."' The Air Force organizational structures at every echelon will be routinely updated to reflect
optimal alternatives that emerge from implemented process changes.
"For examph!. CMO (SAF/ US) has directed implementation ofContmuous Process improvement (CPI).
18
Table 1: Goal and Objectives Supporting Agility
Action
Other
AG I. Ready and responsive Airmen who apply diverse backgrounds, experiences, and perspectives;
cutting-edge skills; and critical thinking to fulfill Air Force missions alongside our joint,
nteragency and international partners across the full spectrum of conflict.
T
f.<\Gl. l Recruit/access individua ls with demonstrated potential for
~
pritical thinking, adaptive behavior. character, initiative, innovation,
<
UJ
and contemJPorary m ission-criticaJ ski lis.
z
AG1.2 lmpllement an individually tailored, generational ly appropriate. o

cutting-edge. life-long approach to education and training.
::;!
AG 1.3 Ensure institutional processes and culture value individual
initiative. support productive failure in pursuit of innovation. provide

latitude to experimenl and instill a cost-conscious rnindset in all
~irmen.
AG 1.4 Combine training across multiple mission sets, including
integrated LVC venues and operator-in-the-loop M&S. to cultivate

Airmen trained in agile and robust decision-making who can devise
multi-domaiin solutions to complex problems in uncertain. contested
environments.
AGl.S Pres,erve full-spectrum warfighting. expeditionary. and combat
support capabilities by retaining expert Airmen with experience in
ecent conflicts. codifying lessons learned. and further integratingjoint ~
raining (including LVC) to offset reduced resourcing for low-intensity Ll..
operations.
AG1.6 Modernize Airman management mechanisms to ensure they
va lue and provide increased opportunities for broad and va ried
~
professional experience; enable the continuum of service; improve
~
Commander- and Airman-level professional development: and provide Z
~areer-long. proactive retention measures beyond financial incentives.
~Gl
MAJCOMs I AlR
UNNERS1TY
(AU): FAR
Contributing Objectives:
IN / . / Produce decision makers who are adept in .finding creatile wcrys to access theforce
structme and optimizing it to meet mission demands. Focus on arming a generarion of
leaders with docfrine. hist01y and experience ro provide cross-componenf expertise.
JN2. I Strengthen the environmenr of inclusiveness that permits the utilization of the diverse
talents r~jAirmen. Focus on intentionally emhedding this environment into Air Force culture.
IN3.3 Deepen our relationships with the join! 1eam, inlelligence co11mwnity, diplomatic
institutions. c/e,elopmental agencies. local govemmenls. businesses. communities. and
international par/ners through sustained dialogue. increased training and exchange. avialion
security cooperation. m1d iterative en/etpriJes to codify shared doctrine. tactics. m1d
capabilities.
--------------------
19
GOAL
Ready and responsive
Airmen who apply
diverse backgrounds,
experiences, and
perspectives; cuttingedge skills; and critical
thinking to fulfill Air
Force missions alongside
~~-~ our joint, Interagency and
international partners
across the fuU spectrum
of conflict.
NEAR (05 YR)
OBJECnVE PLACEMENT INDICATES APPROXIMATE TIME OBJEC1lVE WILL BE ACHIEVED
LEGEND
I XYZ IANNEX OR PRIMARY AGENT
IISR#IGLOBAUINTEGRATED ISR OBJ
AGILITY OBJ
FULl-SPEC HJ.END OBJ
INCLUSIVENESS OBJ
MULTI-DOMAIN OBJ
20
Table 2: Goal a nd Objectives Supporting Agility
Action
Other
AG2.Inuovative, adaptable, affordable o ptions for Airmen.thougb a n agile acquisitions enterprise
~ hat takes :advantage of technological developments and concept demonstrations/prototypes.
~G2.1 Ensure systems are designed. engineered. tested, acquired. and
~ustained
smartly. efficiently, and cost-effectively. As integrator. the Air Force

~viii define technical baselines and common architectures and ensure
modularity and responsiveness to Ainnen s needs in a dynamic strategic
SAF/AQ.
SAF/CIO/
A6: MID
~nvironment.
~G2.2 Improve acquisition tradecraft and business acumen by actively
managing people '"ith the appropriate education. training. and skills: and
increasing c:fficiency and effectiveness in acquisition tools and techniques
including disciplines like systems engineering and digital thread tools).
IAG2.3 Develop an 'agile acquisition'' mindset that challenges bureaucratic
inertia. streamlines processes. implements continuous improvement, and
reduces risk. through prototyping and new engineering development models.
-a
SAF/AQ:
NEAR
::;
<
w
0::
0::
-<
<
LlJ
Ll..
z
SAF/AQ:
M ID
IAG2.4 lncentivize innovative solutions and improve competition in the defense

~
industrial base by providing transparency and stability in requirements and
SAF/AQ:
a <(
UJ
funding. inc:rcasing competitive bids. reducing developmental risks, and
:2 z
M ID
~ncourag ing partnering with industry.
IAG2.5 Establish an agile capability development framework that leverages
a: a: SAF/AQ
credible ancl defendable knowledge resulting from development planning and
-<
<
UJ
w
experimentation activities to into rm the strategic planning and programming
NEAR
z z
tprocess decisions.
lA G2.6 Jdcnt-,-if-=-y---,p--:i-v-ot_ p_o...,i,--n-ts-..--,i-n_n_e_w-an_d_ ex- -is....,ti_n_g_p-ro_gr
_ a_n_lS-.-a-s-rc_q_l-=-lire-d,--.-tl-la-t-+-T--+--+--+-- ----l
SAF/AQ
can take advantage of' the potential for incorporating promising technologies.
~o ncepts
fmm experimentation. and results from cost capability analysis.
NEAR
AG2 Cont~ibuting Objectives:

AG.I.2lmplemenl an individua!/y tailored. generationalzv appropriate, cutting-edge. l(fe-long
approach to education and training.
AGl.4 Combine training across multiple mission sets. including integrated LVC \'enues and
operator-in-the-loop M&S. in order to cultivate Airmen trained in agile and rohust decisionmaking to devise multi-domain solutions 10 complex proh/ems in uncertain. contested
eJJvirOJJment.\.
JN3.. 2 Capitali=e on the variety (?(perspecTives and expertise residem within think tanks,
academia and industry to enrich ourunderstandini!ofthreats and opportunities.
I NJ.J Deepen our relationships with the joint team. intelligence community. diplomatic
institutions. developmenTal agencies. local gorernment.s. husinesses. commzmities. and
international parrners through sustained dialo~ue. increased /raining and exchange, aviation
security cooperation. and iterative enterprises to codify shared doctrine. tactic.\. and capahilities.
21
DEVELOPMENT AND EDUCATION, CAPABILITIES DEVELOPMENT, OPERATIONAL TRAINING AND

EMPLOYMENT, AGILE ORGANIZATlONS
Innovative, adaptable,
affordable options for
Airmen through an
agile acquisitions
enterprise that takes
advantage of
technological
developments and
concept
demonstrations/
prototypes.
FAR (1 0+ YR)
.__
--~------------------1
OBJ ECTTVE PLACEMENT INDICATES APPROXIMATE TIME OBJEC11VE WILL BE ACHIEVED
LEGENCI
I xvz I ANNEX OR PRIMARY AGENT
E IGLOSP.uwTEGRATEO ISR OOJ
HI-END OBJ
OBJ
MULn.ooMAJN OBJ
INCLUSIVENESS 08J
22
OBJ
GAME-CHANGING TECH OBJ
Table 3: Goal and O bjectives Supporting Agility
Action
~ <(
A-.
r/l
r/l
Other
AG3. Flatte1r, collaborative, agile organizations with energetic ver tical and horizontal feed back
loops.
AG3.1 Foster Air Force organizations that responsibly leam from minor
MAJCOMs:
Cl
setbacks in pursuit of major achievements.
~
MID
AG3.2 Rigorously reevaluate and adjust Air Force organizational
structures to address a dynamic security environment.
<
further Study
Required: NEAR
AG3.3 Educate, train, and empower Airmen to implement agile, tailored
approaches to organization and accountability, to modify

~
counterproductive practices, and to improve lateral and vertical
collaboration.
AG3 Contributing Objectives:
lNJ.l Produce decision makers who are adept in .finding creative ways to access the force
structure and optimizing it to meet mission demand\. Focus on arming a generation of
leaders with doctrine. history and experience to provide cross-componen1 expertise.
lNJ.2 Ensure our force structure is .flexible enough to respond to specific situations in a
complex and dynamic.fitture. Focus on eliminating structural and legal barriers. while
increasing opportunities for component integration.
lN2. 1 Strengthen the environment of inclusiveness that permits the utili::ation of the diverse
talents qfAirmen. Focus on intentionally emhedding this environment into Air Force culture.
FH2.3 Improve Air Force command and comrol doctrine and implementation through study.
wargaming. and exercises to validate best practices that embrace variable models of
centrali=ation/decentralization. organization. and execution.
23
CLASSIFICATION : UNCLASSIFIED
@:1-----
GOAL
Flatter. collaborative,
agile organizations with
energetic vertical and
horizontal feedback
loops .
LEGENC)
I xvz IANNEX OR PRIMARY AGENT
llsUIGLOBAlliNTEGRATED ISR OBJ
AGIUlY OBJ
r r-ut_,__..,,..,o:" HI-END OBJ
FAR (10+ YR)

.
INCLUSIVENESS OBJ
MULTI-DOMAIN OBJ
24
OBJ
\ GCTIJGAME-CHANGING TECH OBJ
IMPERATIVE: INCLUSIVENESS
Section O'verview. The complex strategic environment demands a diverse team of people to
overcome its challenges and exploit its opportunities. Inclusiveness ensures that we are
leveragin@: the broadest possible set of human resources to produce the maximum number
of options,. In this way, inclusiveness serves as the power underwriting our agility. We will
focus on tJuee areas:
Improving the structure of the Air Force Team; in particular the organization and
employment of all elements of the Total Force.
Evolving the culture of the Air Force by enhancing diversity of thought in both
whom we recruit and how we employ them, and by ensuring an environment of
dignity and respect throughout the Service.
Str~engthening
partnerships both within and outside the Air Force, to include our
rel:ltionship with Congress, think tanks and academia. industry, the joint and
interagency team, and our allies and international partners.
Structure of the Air Force Team

The Active, Guard, Reserve, and civilian components of the Total Force each otTer unique capabilities
and strengths. To maximize lhc utility of the Total Force, we need people who are adept at findi ng
creative ways to leverage and optimize the force structure to meet mission demands. wilhin a system that
is responsive to their needs. Air Force leaders versed in the unique benefits and capabilities of each
component and able to utilize them for the good ofthejoint mission will be invaluable assets to the joint
force and the Nation.
We will create a generation of senior leaders with cross-component experience who understand
the intricacies of both Active and Reserve Components and can leverage that experience to find
innovative solutions for a specific situation in a complex and dynamic future. The Air Force
sho1Uid ensure high-potential candidates have the oppOI:hJnity to undertake assignments with other
components and recognize the value of this experience.
To 1translate these leaders' ideas into reality, we must ensure our force structure is flexible enough
to n~spond. We must further blur the lines between the components \"here appropriate. while
retaining their strengths. In addition to current associate unit models. we must identify additional
opportunities for integration between Active and Reserve Components. We will continually
assess our mission allocation to each component, aligning to each component's strengths as
appropriate and being mindful of reversibility, in order to both harmoniLe and optimize the Total
Force. We must also adapt our personnel system to allow members to flow between Active,
Guard, and Reserve Components and back over the course of their careers to provide career
flexibility and broaden opportunities.
We will conduct a comprehensive review of the existing legal and policy framework governing
the operational use of the Air Reserve Components (ARC) and utiliLation of individuals, to
identify the major friction points in the system and methodically engage the Office of the
Secretary of Defense. the National Guard Bureau, state leaders, and Congress to eliminate
2S
ba1Tiers. The Total Force may benefit from a large-scale reform akin to the impact oflhe
Goldwater-Nichols Act on joint operations.
Operational! Utilization of the ARC
We need to capitalize on the evolution of the last several decades. Our foundational assumption
on the use of the ARC has shifted fiom a strategic reserve augmenting active capacity to a force
that is fully engaged and organized in operationally indistinguishable units. In addition, the ARC
still provides strategic depth and surge capacity. We must ensure this development is accounted
for in our doctrine. Additionally, we must record this change for critical analysis by future
thinkers. Leaders atmed with the doctrinal concepts. critical histories. and experiences stand the
greatest chance of conceiving how to wield the Total Force effectively.
We will identify the full mission requirement for operational utilization of the ARC. We will
sync;hronize the planning, programming, and budgeting of all required miJitary personnel
(MIJLPERS) and operation and maintenance (O&M) resources to ensure our plan for ARC
operational utilization is executable.
Air Foret~ Culture

Diverse backgrounds, experiences. and competencies will drive the innovative perspectives that give us
agility. Therefore. diversity must become a core component ofhow we succeed as a Service.
Div~!rsity
alone will not ensure success. An environment of inclusiveness serves as a necessary

catalyst to translate diversity effectively into strategic agility. An inclusive environment allows
everyone to engage to their full capability without limits imposed by artificial barriers. Without
inclusiveness, diverse viewpoints and creative solutions are stifled and agility is diminished. We
will continue to enforce a zero-tolerance policy against discrimination, sexual assault, and abuse
of power. We will move beyond ad-hoc or reactive measures as we work Lo address the
underlying causes. In addition to credible and effective response measures, we will seek to
proactively support a broad range of programs and communication activities to demonstrate
Service-wide commitment to Air Force Core Values and promote an Air Force culture of
professionalism. We must strengthen a character-based, respectful, and inclusive culture in the
Air Force- underscored by our shared Core Values-that facilitates a ble11d of varied
perspectives, cognitive approaches, and critical though~ in planning. and unity of action in
exeeution.
To increase our diversity, the Air Force must generate it from ex1ernal sources and cultivate it from
within.
Externally, when set against the backdrop of generational, cultural, and demographic change and
the strong competition for talent our current recruiting efforts will need to modernize to meet
both the future talent pool and the ever-changing requirements oftomorrows force. We will
capture new demographics in recruiting efforts, focused not merely on race or gender, but also
talent background, and experience. We will aim to build relationships with students and potential
Airmen long before graduation. Beyond specific recruiting efforts. we will demonstrate the Air
Force purpose and culture to a broader U.S. audience. Fligh~ innovation and the spirit of
adventure and discovery have always captured tbe public's imagination. We are an aerospaceminded nation. We need to capitalize on opportunities to reclaim public excitement and interest
26
by lteading or partnering in high-protile, competitive endeavors.' We need to improve how we

leverage popular entertainment to gain public exposure. We will strengthen our partnerships wid1
the ~~ntertainment industry to increase public exposure to Airmen and Air Force capabilities.
Higlhlighting our heritage, culture, and mission in popular media and events will increase public
awareness ofthe Air Force and inspire a new generation of Americans to join us in service.
l ntE:rnally. we must ensure all Airmen understand the value of diverse backgrounds. experiences
and perspectives, as well as diverse teams. We will identify institutional barriers to creating and
retaining a diverse team. and then assemble a cadre of credible leaders from a cross-section of
functions to eliminate these baniers. We will hold leaders accountable for advancing diversity
and inclusiveness. At the individual level, the Air Force needs to create broadening experiences
for Airmen to gain exposure to difterent functional areas and diverse teams of 0ontributors. We
must reotient the force to the idea that the ability to cuHivate and leverage diverse options is as
muc:h a critical capability as our expertise to conduct cyberspace, ISR, or mobility operations. and
integrate it into all aspects of how we do business.
Pa rtnerslltips
An abiltty to adapt and generate new ideas springs from sharing knowledge. attitudes, and approaches
across a wide spectrum of partners. To tap into the expanse of available knowledge, we must cultivate
more conne<~tions outside ofthe Air Force and develop our community of supporters. Likewise, we can
offer our un1iquc perspective and expertise to other sectors. We must actively invest in genuine. mutually
beneficial re:lationships with Congress, think tanks and academia, industry, the joint and interagency
team, alliances, and international partnerships to create a sustainable source of e>..'ternal inputs and expand
our influence. The aims of these efforts are to create new learning opportunities, gain exposme to
different ideas, and earn the trust of partners.
Comgress. We will strengthen our relationship with Congress by increasing engagements based
aro~md continuity, trust, transparency, and an affinity for the Air Force: all building on existing
links between Congress and various elements of the Total Force. To build continuity and trust,
the Air Force will improve feedback channels and develop staffing plans that bring select officers
through legislative liaison positions at multiple points over the span of their careers to ensure a
continuity of personal relationships. To promote transparency, the Air Force will clearly explain
d1e !logic behind key strategic decisions. grant greater access to our processes, increase dialogue
and proactive assistance. To generate affinity, the Air Force will develop a coherent and
consistent narrative that communicates our Service's position as a critical national security
requirement in the eyes of legislators. Improving our relationship with Congress will help us
ensure our policies, rules, and laws will enhance strategic agility.
TbiJnk Tanks and Academia. A broader relationship between the Air Force and experts in these
communities will spur innovation and generate tangible solutions to emergent challenges. We
will open more conduits between senior Air Force leaders and think tanks to stimulate accurate
Recent examples include. but are not limited to, Rutan Voyager. SpaceShipOne, and the Red Bull Stratos.
27
deciision making and assist with effective messaging in a complex world. We will create a broader
netv.rork ofinfonned professionals who can publish and advocate the vittues of a robust Air
Fon::e. We will leverage relationships with different institutions to raise awareness of issues for
further. directed study and research and capitalize on the studies of students in educational
programs to document solutions. The Air Force must also incentivize and expand broadening
exp,eriences and non-tTaditional assignments with thes~ institutions for our Airmen.
Industry. Industry is our key partner in developing technology and delivering and sustaining
systems and platforms for the warfighter. The Air Force will engage in frank and open
discussions with industry leaders and promising new providers to build a more responsive.
adaptable. and iterative approach to capabilities developmenL This initiative will include
rest1ructuring requirements and acquisitions processes, as well as broadening the industrial base to
include a wider array of providers. We must engage industry partners to help develop a business
model that works for them and meets our needs to facilitate a healthy and competitive industrial
base. We are responsible for thoughtfully shaping the industrial base through our requirements
development decisions to create capability, competition, and choice resulting in agile and
affordable systems and services for the warfighter. We intend to help each other eliminate or
change processes. rule sets. and laws that may unintentionally inhibit creative solutions. We will
improve our industry partners" understanding of requirements and educate them on the Air
Foree's shift to a systems integrator role. We will stimulate innovation in the private sector and
promote cutting-edge technological development in line with the Air Forces vision for the future
by s.ponsoring or partnering in innovation contests. Additionally, we will regularly network with
industry labs to offer insight into the operational utility of their research that could potentially
ope1n new markets for them and provide new capabilities for us. Concurrently, we will actively
search for small businesses that are developing prospective disruptive technologies to provide
small investments and perspective for possible game-changing innovations.
Th~: Joint and Interagency Team. The Air Force provides critical capabilities across the
spectrum of conflict. We are at our best when we work with our joint and interagency partners to
leve:rage and synchronize our collective strengths. A generation ofjoint warriors will preserve the
bonds we have built across the Services and provide multi-domain solutions to difficult problems.
We will also deepen our relationship with the intelligence community. diplomatic institutions,
and developmental agencies through sustained dialogue. increased training and exchange. and the
rejection of parochialism. We must enhance our joint and interagency pa11ners' understanding of
Air Force capabilities and how these capabilities complement their efforts. These measures will
produce agile, comprehensive approaches to comple.x challenges.
Alliances and International Partnerships. America's allies and coalition pattners will remain
vital to our success in addressing stTategic challenges that increasingly span sovereign borders
and strain the international system. While the Air Force can deliver unmatched capabilities. our
strelllgths can be amplified exponentially when complemented by our global partners. Increasing
partner capacity can also mitigate risks due to gaps in our own capabilities. increase access.
shotien our response time, and affect the strategic calculus of potential adversaries. We will lead
efforts to codifY and integrate shared doctrine, tactics, and capabilities to shape and assess
stra1tegic conditions effectively. posture appropriately, and, when necessary, fight seamlessly. We
mus:t increase training and exercise opportunities to enhance trust and familiarity with allies and
partners. ll1is requires capabilities, resources, and the means for technical collaborations and
28
tran.sparent sharing wherever appropriate for mutual benetit. We will also gain insights into the
abiliities and willingness or allies and partners to engage in global operations and increase
appreciation of the capabilities, capacities, and technologies they bring to bear. Simultaneously.
we will train our Aim1en to be cross-culturall) competent. enabling them to be more effective in
operations with allies and in global environments.
29
Table 4: Goal and Objectives Supporting Inclusiveness
Action
< 0..
< < ~
CJ
~
(/)
Other
{/)
INl. One Air Force that optimizes Active, Guard, Reserve, and Civilian contributions to the Air
Force mission, while recognizing and leveraging their unique strengths and capabilities.
INl.l Prodw:e decision makers adept in finding creative ways to access the
force structure and optimizing it to meet m ission demands. Focus on anning a
~
~eneration of leaders with doctrine, history, and experience to provide cross~
pomponent expertise.
IN1.2 Incorporate Total Force considerations wherever possible to increase the
OCR:
flexib ility of our force structure and optimize our operational responses. Focus 0::: ~
<
SAF/LL.
pn identifying appropriate force mix options, eliminating structural and legal ClJ ~
NEAR
barriers, and increasing opportunities for component integration.
IN1.3 Synchronize programming and planning across the Active and Reserve
HAF:
Components to enable specific and timely input to the HA F that ensures
NEAR
adequate time to align ARC planning and programming efforts.
IN1.4 Devisee and implement a transparent process to collect, categorize. and

prioritize ARC operational augmentation requirements. then program and
budget for the required MILPERS and O&M resources.
AF/A30
MAJCOMs
NEAR
INl Contributing Objective:

AG1.5 Preservefull-spectrum war.fighting. e:xpeditionaty, and combal support cupabililies by
retaining e.,pert Airmen with experience in recenl conflicts. by codifying lessons learned, cmd by
further integratingjoinltraining (including LVC) to ojj.5et reduced resourcingfor low-intensity
operations.
30
INCLUSIVENESS, GOAL 1 (IN1)

STRUCTURE OF THE AIR FORCE TEAM, AIR FORCE CULTURE, PARTNERSHIPS
GOAL
One Air Force that
optimizes Active,
Guard, Reserve and
Civilian contributions to
the Air Force mission,
while recognizing and
leveraging their unique
strengths.
WILL BE ACHIEVED
LEGEND
~GLOBAlllNTEGRATED ISR OBJ
AGILITY OBJ
FULL-SPEC HI-END OBJ
INCLUSIVENESS OBJ
MULTl-DOMAIN OBJ
31
OBJ
Table 5: Goal and Objectives Supporting

lnclusiveJness
Action
Other
IIN2. An Air Force clllture that leverages diversity of thought to provide enhanced mission effects.
jrN2.1 Strengthen the environment of inclusiveness that permits the

effective utilization of the diverse talents of Airmen. Focus on
intentionally embedding this environment into Air Force culture.
~
~
IN2.2 Engage the broader U.S. audience to demonstrate the Air Force
purpose, reclaim public excitement and interest. ru1d showcase uur
heritage, culture and mission. Focus on crafting and communicating a
consistent. unified Air Force story via a variety of venues and events.
OPR: SAFIPA,
OCRs:
HAF/CX,
AF/ASS: NEAR:
PARTNERSHlP
PLAN (to follow)
MID
IN2.3 Orient and educate the force to tl1e idea that a blend of varied
perspectives, cognitive approaches, and critical thought is a vital
ombat capability and integrate it into all aspects of our operations.
Focus on eliminating institutional barriers to creating and retaining a
diverse terun.
IN2 Contributing Objectives:
AGJ.l Recruit/access individuals with demonstrated potential for critical thinking. adaptive
behavior. chmacter. initialive. innovation. and contemporary mission-critical skills.
AGJ.3 Ensure institutional processes and culture value individual initiative. support
productive failure in pursuit of innovation. provide latitude to experiment. and instill a costconscious mind<tet in all Airmen.
INJ.J Produce df!cision makers who are adept in finding creative ways to access the force
structure and optimi=ing it to meet mission demands. Focus on arming a generation of
leaders with doctrine. history and experience to provide cross-component expertise.
IN/.2 Ensure our force structure is.flexible enough to respond to specific situations in a
complex und dynumic .fitture. Focus on eliminating structural and legal barriers. while
increasing opportunities for component integration.
32

GOAL
CA
I STA
An Air Force culture

that leverages diversity
ofthoughtto provide
enhanced mission
effects.
AGIUTY OBJ
[ 1sR.#IGLOBAUINTEGRATED ISR OBJ
rut_L-<>r-'" " HI-END OBJ
INCLUSIVENESS OBJ
MULTl-OOMAIN OBJ
33
OBJ
Table 6: tGoal and Objectives Supporting

lnclusiveJness
Action
<
Other
IN3. lmproved relationships with Congress, think tanks and academia, industry, the joint and
interagency team, and alliances and partnerships.
IN3.1 Strengthen the Air Force's relationship with Congress through
SAF/LL: NEAR
CSAFCAG:
increased engagements focused on common purpose, continuit)t, and
transparency. Concentrate efforts to frame Air Force narratives in
NEAR
enns of rele:vant va lue propositions, increase continuity in staff
PARTNERSHIP
PLAN (to follow)
assignments. and promote transparency in dealings with legislators
md their staffs.
MfD
IN3.2 Capitalize on the variety of perspectives and expertise resident
PARTNERSHIP
within think tanks, academia and industry to enrich our understanding
PLAN (to follow)
;z:
ofthreats and opportunities.
MJD
IN3.3 Deepen our relationships with the joint team, intelligence
SAF/IA: MID
~ommunity. diplomatic institutions, developmental agencies. local
MAJCOMs: FAR
governments. businesses, communities, and international partners
0
PARTNERSHTP
hrough sustained dialogue. increased training and exchange, aviation
~
PLAN (to follow)
security cooiPeration, and iterative enterprises to codii)r shared
MID
doctrine, tactics, and capabilities.
IN3 Contributing Objectives:
AG2.2 Improve acquisition tradecraji and business acumen by actively managing people willtthe
appropriate education. training. and skills, and increasing efficiency and effectiveness in
acquisition tools and techniques (i11cluding disciplines like systerns engineering and digital
thre.ad tools).
A G2.3 Develop an "agile acquisilion" mindset that challenges bureaucratic inet1ia, streamlines
processes, implements continuous improvemenl. and reduces risk through prototyping and new
engineering development models.
AG2.4 lncentivize innovative solutions and improve competition in the defense industrial base by
providing transparency and stability in requirements and funding. increasing competitive bids.
reducing developmental risks. and encouraging partnering with indusL!y.
GCT.l increase the technical acumen o.la/1 Airmen to enable greater innovation and
experimental ion.
34

...............~ ~
with Congress; think
tanks and academia;
industry; the joint and
rnteragency team; and
alliances and
partnerships.
35
STRATEGIC VECTORS
The five strategic vectors identified in the Air Force Strategy identifY focus areas for investment.
institutional change, and future operational concepts. While not exclusive, they do establish priority areas
of interest. By implication, dsk may be taken in other areas; however, the absence of discussion of a
mission area or capability is not. in itself, intended to convey a preference for divestment or reduction.
The strategic vectors are to:
Provide effective 21 51-century detenence (DTR )

Maintain a robust and nexible global integraled ISR capability (ISR)
Ensure a full-spectrum-capable, high-end-focused force (FH)
Purs:ue a multi-domain approach to our five core missions (MDA)
Continue the pursuit of game-changing technologies (GCT)
36
VECTOR: PROVIDE EFFECTIVE 21 8T-CENTURY DETERRENCE

Section Ovrerview.
The Air FCJirce must continue to contribute to strategic nuclear deterrence by strengthening
and steadf1astly performing the nuclear mission.
However, , e must also be prepared to confront new types of strategic threats and actors
that may J .o t be deterred by nuclear means. We need to develop new capabilities to deal
with these hreats and actors so we can attribute such attacks and have a range of options
to respon~ appropriately. The Air Force's capacities in ISR, global responsiveness, and
variable e~rccts (both lethal and non-lethal) make us uniquely suited to underwrite
American deterrence in the 21st Century. We wiD improve these strengths through focused
investmenb, partnerships, and education.
Strategic Nuclear Deterrence

l11e nuclear mission remains the clear pri01ity of Air Force lea~lers at all levels. We will continue to place
significant emphasis on the effectiveness and credibility of the nuclear enterprise. The United States will
maintain a nuclear capability sufficient to infl ict unacceptable costs on any state actor. Specifically, we
will:
E nsure the effectiveness and credibility of the nuclear force. Protect investments in the
sust;:~inment of: weapons systems; nuclear command, control and communications systems: and
infrastructure. This includes life extension programs to ensure a safe. secure. and effective
nuclear force.
[mp,rove weapons systems and the effectiveness of delivery systems. Reduce overal l cost and
complexity while maintaining a fully credible deterrent.
Demonstrate that we value the Airmen responsible for delivering the nuclear mission .
Provide incentives and flexibility, including increased visibil ity, pathways for advancement, and
opportunities to transition between career tracks both within and outside the nuclear enterprise.
Deterring Other Strategic Attacks

More actors today have access to technologies with catastrophic effects. These include radiological ,
chemical and biological weapons, and the means to conduct attacks in space and cyberspace. All of these
could have at strategic impact on the United States or its vital interests. Detening states and non-state
actors whose interests, structures, value systems. and objectives mean that they may not respond to
nuclear deterrence will require additional capabi lities to detect, monitor, attribute. and respond
accordingly to undesired behavior while minimizing the risk of escalation or wider conflict.
The core concepts of deterrence do not change. We must identify our intended audience(s), present a
credible thre:at capable of inflicting certain and unacceptable costs on their interests, effectively
communicate this message, and demonstrate the will to act. To deter opponents successfully. we must
understand what they want to achieve and what they arc not willing to sacrifice. The latter may include
aspects like state (or transnational) support and funding or encompass less tangible factors like public
support. ideology, perceived legitimacy, or personal reputation. Cettain actors may not view deterrence in
37
the classic stmse-in these cases our efforts will focus on depriving them of the initiative and neutralizing
their ability Ito threaten our interests.
Deterrence and cost-imposing strategies. A cost-imposi ng strategy induces an opponent to respond in a
manner that produces greater hardship for the adversary than the friend ly side. Deterrence represents a
competitive arena to implement such an approach. Our aim is to offset the threat by maximizing the
potential of our constrained defense resources in innovative ways that e licit responses that are costprohibitive to the adversary. Concurrently, we will confound adversary attempts to impose excessive
costs on the United States by finding affordable asymmetric approaches that unde1mine opposing
capabi lities, postures, and operating concepts. We will engage in the greater U.S. grand strategy
conversatiolli to ensure our efforts w ill not create undesired second- and third-order etfects. A perceived
threat to a competitor could provoke undesirable counter responses~ including a decision to strike first as a
form of asymmetric capability. [ntTOducing new capabil ities, changing force postures, or revising
operating concepts may strengthen our deterrence in the near-term while paving the road to escalation and
conflict in the tar tem1. We wi ll weigh each of these opportunities based on the degree to which they
enhance or dliminish our strategic agility and response options.
The Air Force offers unique capabilities to deter a wide range of actors across the spectrum of
conOict using both lethal and non-lethal means. We can enhance these capabil itie-S by the continuing
developmentt of multi-domain ISR with products and services that can be widely disseminated to allies
and the public. Many actors are emboldened by the perception of anonymity. pa11icularly in the
cyberspace domain or when using other asymmetric means. To counter these threats. we will:
Enhance integrated, multi-domain ISR to detect, monitor, and attribute threats. These
initiatives should focus not just on the signatm-es of weapon systems and their production, but
also identifY individuals, groups. and supporting networks. Advancing capabilities within the
infonnation environment, particularly the cyberspace domain, will be a priority.
Increase the ability to share and release integrated , multi-domain ISR intelligence and
knowledge. This will greatly help whole-of-government and international efforts and bolster
intemationallaw and norms. An improved ability to share intelligence and knowledge with
international partners will help build coal itions against all types of adversaries. Furthermore, the
demonstrated abi lity to accurately detect analyze, track, share timely intelligence and assess
actions taken can significantly enhance deterrence operations. An adversary who cannot achieve
surprise through an act of violence has lost one of his most potent instruments: shock value.
Develop new response options ranging across domains. These options include non-kinetic,
reversible actions at global ranges to increase our ability to deter a wider range of actors and
address unpredicted operationa l cha11enges. This may require judicious demonstrations of
capabilities hilhetio held at high security levels.
lmp1rove our ability to apply levels of deterrence and coercion. Key to this will be education
and development of senior leaders, as well as improving our understanding of potential adversary
mindsets, strategic calculus, and decision-making processes to apply tailored coercive and
deterrent capabi lities althe right time and place and control escalation and de-escalation.
cspe:cially in crbis .
38
Table 7: Goal and Objectives Supporting Deterrence
Action
C)
<C
:I:
Vl
0...
<
u ~
Other
(/)
!DTR. The Air Force can employ a range of nuclear and non-nuclear deterrent options leveraging all
three opera ing domains and addressing a broad range of g~obal and regional actors.
IDTR.l Maintain a credible and robust strategic deterrence posture through
sustainment, modernization, recapitalization, readiness, and protection of the Air
Force"s nuclear mission and supporting infrastructure.
:z
DTR.2 Develop, test. and implement additional non-nuclear capabilities that deter a
wide range of adversaries, including non-state actors, and assure allies a11d pmtners.
Consider low-cost measures that generate high-cost adversary responses.
o:< Q
< <
<
~ L.1..; ~ ~
IJJ
0:::
:E
c:z:::
<
tJ.. ~
~
DTR Contributing Objectives:

lN3.3 Deepen our relationships with the joint team. intelligence community, diplomatic
[nstitutions. developmental agencies. local governments, businesses. communities. and
i'nternational partners through sustained dialogue. increased training and exchange, aviation
security cooperation, aud iteralive enterprises to codifY shared doctrine. tactics. and
capabilities.
tSR.4 Enhance capabilities to holistical~v detect. monitor. anazvze m1d attribute threats
(kinetic or non-kinetic). perpetrators. and their support network and improve target systems
analysis in order to determine the best way to act on this intelligence.
lSR.S Improve policies, processes and organizations for obtaining. sharing, and releasing
pertinent multi-domain intelligence with joint. interagency. and intemational partners.
39
PROVIDE EFFECTIVE 21 8 T CENTURY DETERRENCE {DTR)
I
NEAR (0-5 YR}
~
The Air force can
employ a range of
nuclearand nonnuclear deterrent
options leveraging an
three operating
domains and
addressing a broad
range of global and
regional actors.
FAR (10+ YR}
OBJECTTVE PLACEMENT INDICATES APPROXIMATE TIME OBJEC11VE WILL BE ACHIEVED
LEGEND
I x:a l ANNEX OR PRIMARY AGENT
~GLOBA.l./INTEGRATED ISR OBJ
AGIUlY OBJ
FULL-SPEC Hl-END OBJ
INCLUSIVENESS OBJ
MULTl-OOMAIN OBJ
40
OBJ
GAME~HANGING TECH OBJ
CLASSIFICATION: UNClASSIFIED
VECTOI~:
MAINTAIN A ROBUST AND FLEXIBLE GLOBAL

INTEGRATED INTELLIGENCE, SURVEILLANCE AND
RECONNAISSANCE CAPABILITY
Section Overview. From advanced urban environments to austere corners of the planet, the
availabilit]r of technology and global interconnectivity is making the collection, analysis,
and use of information and knowledge increasingly decisive across the spectrum of conflict.
At the same time, the core motivations that drive human conflict have not changed. As a
Service, w~ must be willing to acknowledge that no degree of technological proficiency can
guarantee total situational awareness nor predict every crisis. Fortunately, options exist to
ensure we maintain an enduring advantage over Jess-nimble adversaries. The Air Force
wiU condu1ct agile ISR by:
DeeJ(lening our understanding and assessment of potential adversary capabilities and

inte!ntions.
Ens1oring elasticity and fusion in systems and organizations.
Foc111sing air, space, and cyberspace collection, exploitation, and analysis to inform
and support commanders' decisions.
ISR can aff,ect the behavior of adversaries who believe or k now they are being watched. Deterrence
is effective only when the adversary is aware of a threat and believes it to be proh ibitive and credible.
Effective ISJR acts as a critical enabler of deterrence and helps friendly forces seize the initiative from
adversaries who realize their activities can be or have been detected and thwarted. In addition, it can be
used to disarm those who manipulate infonnation to distract, delay, or derai l our efforts. Despite our best
efforts, resollute adversaries will constantly modify strategies a1:1d tactics to seek surprise. freedom of
maneuver, and asymmetric advantages. The Air Force will never assume an ISR approach or capability
that is effective today will be effective tomorrow, and our Airmen will employ agile cross-domajn
solutions to detect, characterize, deter and, when necessary, defeat adversaries across all operating
environments. Anticipation of adversary adaptations and innovations will allow for rapid responses in
capability development and our ISR collection, exploitation, and analytic techniques. This will require
developing o ur Total Force to think and act cross-culturally.
I SR must b'e d yna mic a nd elastic. The Air Force must enham:e its capabil ity to transition rapid ly from
global surveillance operations to tasks in support of specific warfighter needs. Near-peer state adversaries.
transnational non-state threats, and localized contingencies all demand different approaches to- and
combinations of- ISR. We must endeavor to d iscem these insights before and while we direct our
advanced assets, adapting as circumstances evolve. We must train and equip Airmen to conduct effective
multi-domain ISR anywhere in the world in all domains and operating environments, even if we lack full
knowledge ofthe cultural and technical specifics of every potential adversary we may face. This
acceptance of uncertainty, coupled w ith limitations in resources and operational reach, necessitates an
agile, coordinated ISR approach that provides commanders with multiple options to inform prudent
decisions. Air Force doctrine must evolve to be both more d irective of and more responsive to ISR efforts
and better able to integrate infotmation efforts with options that include lethal and non-lethal effects. We
41
will make our data and information available to all users across the joint team, as well as our international
partners as appropriate. To ensure Otrr partner nations are able to access necessary intelligence, we wi ll
work for increased integration and strive to remove unnecessary and outdated classification barriers. We
wi II begin by ensuring that wherever possible, classified material is generated in such a way that it is
releasable to our trusted allies. In turn. these partners will bolster our ISR resources and deliver critical
contex'tual insight for improved decision advantage.
ISR also must be technologically elastic. Technology has made information sharing easier and faster,
and all data have the potential to increase the richness of our characterization and understand ing of
adversaries and the environment. Advanced ISR sensors remain essential, but intelligence also emerges
fTom innovative methods of linking disparate data stTeams from open sources or international partners.
Skilled intelligence professionals are the key to employing technological capabilities to produce accurate,
actionable intelligence. However. in a dynamic environment, there may not always be time for every
point of collected data to be translated into intelligence or reviewed by an analyst. In certain critical
situations. collected data may need to flow directly to a cockpit or senior leader, regardless of collection
method. The same data can simultaneously tlow to an intelligence analyst to be analyzed for deeper
context. To lkeep pace with technology, we will ensure that analysis training and education implements
the principle:s of critical thinking across the ISR enterprise. We w ill also develop and deploy analysis
architecture and tools to better automate. visualize. col laborate. and integrate analysis and exploitation.
Prudent human-machine teaming will enhance our agility. Proper integration of automated systems withm
a common network will empower ski lled intelligence personnel to convert mas!) data into actionable
intelligence and knowledge and then rapidly convey it to the appropriate recipients. from national
authorities to tactical warfighters .
42
Table 8: lGoal and Objectives Supporting ISR
Action
ISR. An adaptive, domain-neutral ISR architecture that delivers timely, tailored, decision-quality
intelligence to decision makers and warfighters from the strategic to the tactical level, integrated
with joint, interagency, and international partners.
ISR.I Rebalance resilient JSR sensors, systems, and processes toward operations in
1igh-end contested environments, and lo cus on moderately priced systems, to
include commercial technology. for permissive environments.
ISR.2 Devellop a robust, survivable. secure architecture lo connect and integrate ISR
operations a~cross all domains, ensuring that collection and analytic systems
(including non-trad itiona ll SR platforms and sensors) and users can collaborate
seamlessly.
ISR.3 Increase flexibility and standardization in ISR processes and knowledge
0
nanagemenlt tools to minimize delays and regu latory obstacles. enabling analysts to ~
provide rapid, decision-level intelligence to overcome adaptive adversaries.
ISR.4 Enhance capabil ities to holistically detect. monitor, analyze, and attribute
threats (kinetic or non-kinetic). adversaries, and their support networks. and improve
arget systems analysis to determine the best way to act on this intelligence.
ISR.S Improve policies. processes, and organizations for obtain ing, sharing. and
releasing pe1rtinent mu lti-domain intelligence with joint, interagency. and
international! partners.
ISR.6 Professionalize ISR analysis through training. tradecraft (including cultural

competencie:s), and collaboration; restore analytic and targeting competencies.
~IA2
NEAR
ISR Contrilbuting Objectives:
lN1.2 Incorporate Total Force considerations wherever possible Lo increase the flexibility of
ourforce structure and opLimi;:e our operational responses. Focus on identifying appropriate
force mix options. eliminating structwal and legal barriers. and increasing opportunitiesfor
component integration.
FH2.11ncrease emphasis 011 RDT&Efor capabilities that ensure the ability to.find.fix.
track. Jmget. engage and assess effects against critical target sets in highly contested
environments.
FH2.4 lmprove.fle.:r:ibiliLy. commonali~y and interoperahiliry of our C2 10 integrate air,
space. and cyberspace effects delivered by different Serl'ices or agencies.
FH2.6 Improve execution speed and situational understanding through advances i11 hummTmachine Leaming. automated processing, exploitation, and dissemination (PED), analysis.
and updated C2 and communication capabilities.
FH2. 7 Provide resilient installations, infrastructure, and combat support capabilities that
enable riTe Air Force to project power rapidly, effectively, and e.ff'icient~v.
43
Table 8:
~Goal
and Objectives Supporting ISR
Action
()
<C
::X::
U'J
0..
cJ
<(
f.-< Other
U'J
MDA.J Orient the Air Force to a mindsetthat intuitively considers multi-domain options
when solving complex problems. LO include development ofdoctrine and TTPs.
MDA.2 Reappraise existing compartmentalization practices and eliminate institutional
barriers to empower Airmen and organizations to employ multi-domain approaches.
MAINlAIN A ROBUST AND FLEXIBLE GLOBAL INTEGRATED INTELLIGENCE,

SURVEILLANCE AND RECONNAISSANCE CAPABILITY (ISR)
GOAL
An adaptive,
domain-neutraiiSR
architecture that
delivers timely, tailored,
decision-quality
intelligence to decision
makers and warfighters
from the strategic to the
tactical level, Integrated
with joint, interagency
and international
partners.
1-------'
ltsRJIIGLOBAUINTEGRATED tSR OBJ
44
VECTOR: ENSURE A FULL-SPECTRUM-CAPABLE, HIGH-ENDFOCUSED FORCE

Section Ovrerview. While the Air Force has conducted nonstop combat operations for more
than two dFdes, multiple adversaries have observed our strengths and developed
advanced methods and technologies to counter our dominance in the air, space, and
cyberspact~ domains. These threats will shape the future of warfare, and we cannot afford
the risk o :s tagnation in high-end operations. We must refocus our capabilities to ensure we
can opera eagainst demanding adversaries who will certainly challenge our freedom of
operation 1ln multiple domains. Our priorities will include:
~eloping
capabilities that ensure freedom of action for the joint force.
u~veraging
and integrating new approaches, ~echnologies and capabilities.
DteJivering more effects at range.
IQ reasing our resiliency when presence within the battlespace is required.
Rc~taining
the ability to operate across the full spectrum of operations.
Posture to s.et conditions for Joint Force success in the most demanding scenarios. The Air Force
must be able: to de liver effects against challenging threats and in challenging operating environments. In
recent operations, airpower has provided asymmetric advantages in largely permissive environments.
Analysis of the future stTategic environment (see AFSEA) indicates that we are increasingly likely to face
sophisticated enemies with advanced capabilities. As the other Services build more capacity to operate in
hostile environments, the Air Force must focus clearly on the capabilities that will allow freedom of
maneuver and decisive action in highly contested spaces and exLTeme and/or contaminated environments.
Without higlh-end air, space, and cyberspace capabilities, these denied regions will pose significant, if not
insurmountable. obstacles to friendly forces. Our greatest value to the joint force is dealing with these
advanced thtreats, including:
Advanced Integrated Air Defense Systems (lADS) with both surface-to-air and air-to-air
capabilities that will challenge our technological edge
Denied or contested electromagnetic environment
Physical threat to forward operating locations, particularly the growing threat from adversary
ballistic and cruise missiles
Cyber threat to all operations (home and overseas).
Threats to space-based capabil ities
Gain freedom of action for the joint force. In a high-end conflict, this is our highest priority and is
needed to prevent effective enemy interference with friendly operations. Our respective aims across the
air, space. and cyberspace domains are:
Air: Achieving the required degree of control of the air, protection of the joint force, and
freedom of action for a given period and in the required area.
45
Space: Maintaining freedom of action in, from, and to space to provide mission assurance for
joint operations (Joint Publication 3-14. Annex 3-14) and to meet the needs of the national
security space enterprise.
Cyberspace: Freedom of action in cyberspace and the ability to deny the same to our
adversaries (.Joint Publication 3-1 2. Annex 3-12).
Navigation, communications, and targeting capabilities are critical to high-end operations. As ouJ
adversaries challenge our ability to employ these capabi lities, we will increase resiliency and
continuously improve the doctrine and 11Ps necessary to fight-through adversary threats. While we
continue to design. procure. and operate systems that rue capable of withstanding attack or maneuvering
through the threat, we will also develop a1temative methods to provide these capabilities, to include nonspace-based options.
We must stJrengthen our anaJysis and targeting processes while complicating those of the enemy.
This requires us to gain situational awareness and knowledge whi le degrading or denying the enemys.
We must exiPect our current technological advantages to wane. requiring us to invest in new capabilities.
However, we must be mindful that few ''silver bullets'' exist arid no technological edge goes
unchallenged. Our capabilities development must be informed by an enhanced focus on adversariaJ
innovations and technologies that could hinder our operations or otherwise provide an operational edge to
our adversaries. Seeking single-point solutions may appear cost-effective. but carry high risk. We must
continue to investigate multiple technologies and concepts, building off-ramps as well as on-ramps to
maintain relative advantage as technologies emerge and fade. We must also regain and enhance our
proficiency in operational security and infOJmation operations, to include military deception.
Integrate ai.r, space. and cyberspace effects delivered by any Service in support of the campaign.
Air, space, and cyberspace activities and targeting will be integrated for joint battlespace effects
throughout the planning, targeting, execution, and assessment cycle. We will focus on developing
common architecture to enable integration and command and control of a diverse set of mu lti-dorna in
platforms, sensors, communications architectures, and weapons.
Deliver mo1re effects at range. We will deliver effects at range wherever possible to mitigate the
increasing acrea-denial threat to forward bases and to employ a $mailer force more efficiently. This will
combine:
Investment in long-range, stand-off capabilities. In the far-term, we will invest in longerrange, high-speed platforms, sensors, and weapons as well as multi-domain capabilities that can
create effects globally from home base such as cyberspace attack, space-delivered effects, and
remotely operated or autonomous platforms. This will permit alternative weapons effects
induding temporary and reversible impacts. This will decrease the size of the necessary
expeditionary Coree and thus redefine readiness requirements and force presentation models. ln
hunnan terms, this will allow much greater flexibility in employment models. witll the possibility
of at more diverse workforce using different work pattems.
Fe~ver long-term deployed forces. Delivery of timely, assured effects using global resources
will allow Combatant Commands to reduce their requirements for assigned, organic forces based
in their geographic area. In the near- to mid-term, this can be accomplished by employing
Combat Mission Ready forces combin ing agile basing with rotational deployments. forward
pre:sence. and long-range assets. To conserve our resources and facilitate our operations, we will
46
adapt our basing to optimally leverage the environmental infrastructure in the locations where we
operate.
Increase C2 agility to permit distribution of control and execution. To support a more
flexible force with the ability to deliver effects globally, we will need to revisit our C2 paradigms
to p1ermit rapid and appropriate adaptation between centralized and decentralized models. Some
capabilities may need to be directed at a national level whereas other situations demand an ability
to P'llsh authority to lower levels than current mode ls allow.
lmt~rove speed of execution. While enabled by improvements in weapons and platforms, true
advances will come with rapid, accurate. shared situational awareness. We will develop humanmachine tean1ing including automated processing, exploitation. and dissemination (PED) and
new C2 practices. By automating suitable data processing tasks. we will be able to employ a
smaller number of analysts to perfonn more skilled interpretation tasks that require human
analysis.
Improve re:siliency of forward-deployed and stateside forces. Where we must retain a forward
presence or need to project power. we will minimize vulnerability. We will reduce the human and
physical footprint of forward-stationed forces to the minimum required for sustained operations and
develop agile employment and basing concepts. Energy (in its many fonns) is the backbone of nearly
every element of Air Force operations in air, space. and cyberspace. We will also improve resiliency by
reducing ow: dependence on vulnerable single-point energy sources and utility grids. We can realize
significant gains by leveraging advances in manufacturing, energy efficiency, and renewable resources.
We will leverage the combat support capabilities of partner nations on lower-risk tasks to reduce U.S.
costs further. Bases within likely threat envelopes will need to employ enhanced active and passive
protective measures such as protection against weapons of mass destruction (WMD) and increasingly
accurate and! lethal conventional ballistic and cruise missiles. Where we need to have the ability to "stand
in' rapidly. we will employ Iighl agile. high-readiness forces with a small but resilient footprint that can
deploy to th1e widest possible variety of austere locations.
Improve miission assurance of ou1 space capabilities and be prepared to deny the same to potential
adversaries. Air Force space-based capabilities and etfects are more than enablers for other domains:
they are vital to U.S. national security. Today, these capabilities face advanced, demonstrated, and
evolving threats. At the same time, potential adversaries are fielding their own space-based capabilities
and becoming increasingly reliant upon space for their military operations, which may be conducted
against the United States or our interests. To succeed in the future. we must be able to shape the strategic
environme111L contribute to crisis stability. and ensure the United States possesses the space capabilities
needed to achieve success in any conflict To do this, the Air Force will assure space capabilities against
aggressive and comprehensive counter-space programs through resilient capabilities, agile defense,
reconstitution, and robust C2 and communications. The Air Force must also possess the ability, when
neccssa1y, to deny space capabilities to potential adversaries who leverage space in their own military
operations.
Retain full-spect r um capabilities. The demand for Air Force capabilities is not likely to diminish simply
because resources are constrained. Accordingly, we must continue to devise innovative ways to
accomplish missions across the spectrum of conflict, to include employing high-end assets in other than
extreme cases. While the significant increases in the organic firepower and JSR capabilities of the other
Services should allow the Air Force to reduce emphasis on tactical tasks in a permissive environment.. we
47
must not permit our focus on high-end conflict to cause the skills we have gained in low-intensity conflict
to atrophy. We will retain many of these skills among experienced personnel with the ability to regenerate
capabilities 1rapidly across the wider force. We will also consider investments in limited numbers of
platforms, munitions. and off-the-shelf solutions optimized for lower-intensity situations when it is cost
effective to do so. However, we will not posture for extended stabilization operations. nor will lowintensity operations be the primary focus of our capabil ity development.
48
Table 9: Coal and Objectives Supporting a Full-Spectrum,

High-E nd-Focused Force
Action
<
u
:c
<(
c.
Cl)
<
u ~
Cl)
Other
FHt. T he A.ir Force is able to a chieve a nd ma inta in air sup~ rio dty, assured space capability, a nd
freedom of action in cyberspa ce against agile and advanced threats.
FH1.1 Ensure the ability to gain and maintain the required degree of control of
ex: ex: c:r:
~
he air to prevent effective enemy interference with friendly operations.
<C <
<
t.Ll !J.l
;z
z ~ ~
FH 1.2 Ensure viable options are available to sustain capabilities provided by
space assets in case they are challenged or denied. particularly for position.
navigation, timing, strategic warning, and communications. Th.is includes both
resilient spa,ce systems and non-space options.
FH1.3 Strengthen capabilities that enable freedom of action in cyberspace, and
enhance our ability to deny the same to adversaries.
FH1.4 Enhance abilities to degrade or deny situational awareness and targeting
ability to an advanced enemy.
FHl.S RedUice emphasis on tactical tasks in pennissive environments where
other Services have sufficient organic capacity (for example tactical lSR, fire
support, and intra-theater mobil ity).
~z :2:e ~~
tJ.:.l
~
z
0
.......
~
~
z
- <ex:
tJ.:.l ~
CIO:
NEAR
ex:
~
<
u.J
z ~
FHl Cootri.buting Ob.jectives:

ISR.l Rebalance resilient ISR sensors, systems and processes toward opera/ions in high-end
contested environments. and focus on moderately priced systems. to include commercial
technology, for permissive environmenls.
ISR.2 Develop a robusr. sw'Vivahle. secure architecture to connect and integrate ISR
operations across all domains, ensuring that collection and analytic systems (including nontraditionai/SR platforms and sensors) and users can collaborate seamlessly.
JSR.4
Enhance capabilities to holistically detect, monitor. analyze and alfribule threats
(kinetic or non-kinetic). adversaries. and their support networks, and improve target systems
cma~ysis in order to determine the best wey to act on this intelligence.
GCT. 3 Execute a hroad, balanced. and integrated S& T Program responsive to near-. mid-,
m1dj'ar-term Air Force priorities.
49
ENSIURE A FULL-SPECTRUM, HIGH-END FOCUSED FORCE, GOAL 1 (FH1)
--~I~~
t-------'
[ISR.I IGLQ8.AJ.JINTEGRATED ISR OBJ
The Air Force is able to

achieve and maintain
air superiority, assured
space capability, and
freedom of action in
cyberspace against
agile and advanced
threats.
r ru1u.-orc:"
AGUTY OBJ
1-f!..END OBJ
INCLUSIVENESS 08J
MULn.ooMAIN OBJ
50
08J
\GCT1GAME~HAAGJNG TECH OBJ
Table 10:: Goal and Objectives Supporting a FullSpectrum, High-End-Focused Force
Action
< 0.,
< uf<<
u
{/)
{/)
:J:
Other
IFH2. T he A.ir Force possesses fuU-spectrum capabilities to project power and achieve campaign
objectives in highly contested environments.
FH2.1 lncre:ase emphasis on research. development, testing, and evaluation
0:::
~RDT&E) for capabilities that ensure the abi lity to find. tix, track, target,
~
Z5 CJ.l
!engage and assess effects aga inst critical target sets in highly contested
z z
environmcnts.
FH2.2 lncrease emphasis on stand-off capabil ities that maximize speed.
8 0
range, and flexibility. wh ile maintain ing the ability to transition to
~
:2:
effective. resi lient presence in the battlespace.
FH2.3 Improve Air Force command and control doctrine and
implementa1tion through study, wargaming, and exercises to validate best
practices that embrace variable models of centralization/decentrali;.-..ation.
organization. and execution.
FH2.4 Improve flexibility. commonality. and interoperability of our C1
c::::
c::::
0
<
and communications to integrate air. space. and cyberspace effects
<
u..
~ CJ.l
z
delivered b)' different Services or agencies.
I
FH2.5 Ensure rapid. robust global mobility by developing and maintaining

::.mart and adaptive global and theater distribution networks to ensure the
most efficic1nt movement and positioning of materials, and by leveraging
advanced dc:sign and manufacturing.
FH2.6 Improve execution speed and situational understanding through
advances in human-mach ine teaming, automated PED. analysis. and
updated C2 and communication capabilities.
FH2.7 Provide resilient installations, infrastn1cture, and combat support
capabilities that enable the Air Force to project power rapidly, effectively.
and cfficicn1tly.
AU: MID
CIO:NEAR
c::::
0
<
<
t.:U
Ll.. ~
z
0:::
c::::
FH2 Cootriibuting Objectives:

AG/ .5 Preserve full-spectrum warfighling. erpeditionary. and combat support capabilities b)
relaining expert Airmen with experience in recent conflicts. by codifying lessons learned, and
by fur/her integratingjointlraining (including LVC) lo offset reduced resourcingfor lowimensil)' operations.
/S R. I Rebalm1ce resiliem JSR sensors. syslems and processes /award opera/ions in high-end
comested environments. and focus on moderately priced systems. to include commercial
technology. for permissive environments.
IS R.2 Develop a robust, szn-vivable, secure architecture to connect and integrate ISR
operations across all domains. ensuring thai collection and ww~vtic systems (including non-
51
CLASSIACATION : UNCLASSIFIED
Table 10: Goal and Objectives Supporting a FullSpectrum, High-End-Focused Force
Action
Other
I
traditional ISR pla(forms) and users can collaborate seamlessly.

IN3.3 Deepen our relationships with the joint team. intelligence community. diplomatic
institutions. developmental agencies. local !{ovemments. businesses. commLmities. and
international partners through sustained dialogue, increased training and exchange, aviation
security cooperation and iterative enterprises to codify shared doctrine. tactics. and
capabilities.
MDA. l Orient the Air Force to a mind<;etthat intu,itively considers multi-domain options
11hen solving complex problems, to include developmenl ofdoctrine and 17'Ps.
M DA.2 Reappraise existing compartmentalization practices and eliminate institutional
barriers to empower Airmen and organi=ations to employ multi-domain approaches.
ENSIURE A FULL-SPECTRUM, HIGH-END FOCUSED FORCE, GOAL 2 (FH2)
GOAL
The Air Force
possesses fullspectrum capabilities to
project power and
achieve campaign
objectives In highly
contested
environments.
LEGEND!
~GLOBA.UINTEGRATED ISR OBJ
AGIUTY OBJ
FUll-SPEC HI-END OBJ
INCLUSIVENESS OBJ
MULTI-DOMAIN OBJ
52
OBJ
"a
VECTOR: PURSUE A MULTI-DOMAIN APPROACH TO OUR FIVE

CORE 1\'l lSSIONS
Section Overview. Airpower, cyberspace functions, and space-based capabilities have
become indispensable components of modern military operations. In order to achieve the
most effective solutions across the spectrUm of military operations, the Air Force will
increasingly rely on operations executed in or through the cyberspace and space domains
in addition to air activities, and Air Force operations in these three domains must be
coordinah~d or integrated with effects generated in the land and maritime domains.
We must t~cus on ensuring freedom of action within temporal and spatial bounds in all five
of the domlains, enabled by multi-domain, synergistic mission execution. The most critical
compone~t of this approach will be the development of a multi-domain mindset among
Airmen t~roughout the Service. The Air Force must ensure that its systems and processes
support til is mindset to ensure mission accomplishment in a complex environment
In order to taster a multi-domain approach, the Air Force will:
Holistically develop best practices to integrate capabilities and operations in all domains.
This will bene lit employment in the near tenn and force planning in the long tcnn. If our ability
to act in one domain is limited_ we will fle>.. to operations in other domains to achieve the required
effect.
For any given task, integrate planning to use capabilities in all domains to achieve desired
effects and outcomes. Reliance on conventional air platforms can be reduced where assured
capability can be provided through cyberspace or space-based capabilities; conversely. kinetic

ope1rations may more often be directed at achieving cyberspace effects or affecting space control
rather than attacking conventional targets. We will also develop novel ways of delivering effects
into and through cyberspace and space from air platforms. Our aim will be to generate an
oveJrmatch by integrating effects across all domains, including effects generated by our joint and
combined partners in surface and maritime domains.
Adapt our thinking and culture. This will ensure that when presented with a problem, we are
able to consider a range of lawful options and possible eftccts using multiple domains. A side
effect of our unmatched success in producing highly proficient tactica l operators is the evolution
of processes, structures. and mindsets which are not optimized for multi-domain approaches. This
mindset shift may be our greatest challenge as an Air Force. It will require a reappraisal of current
classifications and compartmentalization to ensure plannerc; and targeteers appreciate the full
range of capability available to commanders and understand the likely effects in tenns of
precision, persistence, collateral damage. reversibility. assurance, and lethality.
lns1itutionalize multi-domain approaches into the education, training, a nd employment of

Airmen from the operator to the component commander. This will require us to conduct
exp,~rimentation
to develop. explore, and assess new concepts of operations. training programs.

simulations. war games. and exercises that reflect and account tor these new integrated
ope1rations. Our human capital development should seek ways to widen operator perspectives
without sacrificing their tactical expertise. Training is central to both of these aims, and we must
53
dev,c lop suitable systems and ranges across the live, virtual, and constructive spectrum to
faci litatc these efforts.
Review our force employment models. New capabilities best controlled centrally or at a
national level may permit a reduction in the conventional forces allocated to Combatant
Commanders. provided theater air staffs are able to access the required effects with a suitable
degree of assurance.
Air and Sp:ace Superiority. The Air Force has dominated the air domain for a generation. enablingjoint
domination of the land and maritime domains. llowever, the technological and training advantages we
have enjoyed since the Cold War are being increasingly contested by adversaries. While other actors have
adapted, advanced their capabilities, invested heavily in realistic training. and developed and fielded
ballistic and cruise missiles and unmanned air systems to augment traditional air capabilities. we have not
kept pace. FUJther. concepts ofdominancc' are probably inappropriate in the space and cyber domains.
While the space domain used to be considered the unassailable "'high ground.'' our space assets today are
endangered by a vanety of kinetic and non-kinetic threats. The lower cost of entr) to operations in and
through the cyberspace domain, together with the difficulty in attribution. means that a wide range of
adversaries will more readily challenge us in and through this domain. We must be ready to defend
against these challenges. Accordingly. the Air Force will:
Take advantage of cyberspace- and space-based capabilities to constrain adversaries' actions

and increase our situational understanding both in the physical domains and within cyberspace so
to maintain freedom to maneuver and focus the combat pO\\ er we have appropriately.
lnh:grate all appropriate air and space platforms with cyberspace capabilities to ma.ximize
integrated lethal and non-lethal effects. Integration of capabilities in all domains will enable
trec,dom of action for the joint force. This requires a common C2 and communications
architecture to create a combat network in which capaqilities on any platform can be exploited in
a WH) that is transparent to the operators at either end of the etTects chain.
Jntelligcocc. Surveillance, and Reconnaissance. As we rebalance to the higher end of the spectrum of
conflict, we will rely less on ISR data collected from airborne or space-borne capabilities that cannot
operate in a contested environment. We will address the challenges of operating in contested
environments in a variety of ways:
Enhance stand-on' capabilities and invest in multi-domain, penetrating ISR capabilities. We

need to combine the ability to achieve the necessary access with the required persistence. We will
invest in air. space. and cyberspace platform and sensor capabilities enabling access to targets
anywhere around the world. Some of these capabilities will enhance our ~xisting long-range
collection assets tJ1at operate from the continental United States (CONUS). Others will increase
our persistence from space and our ability to rapidly deploy gap-filling capabilities. Other
enhancements will include the ability to work in and through cyberspace to help characterize
speci lie target sets and understand adversaries. In all cases, we will use a multi-domain. allsource mindset to locus the ISR enterprise on providing the right analysis and delivery of key
in tel Iigcnce in order to offer commanders well-informed options.
Integrate sensors on all platforms. Wherever possible, we will integrate joint, interagency. and
coalition information sources to create a fused understanding oft he adversary and the
environment. We Will e:..ploit automation for appropriate on-platform processing, improved
54
combat identification, and targeting. By integrating data from as many sources as possible. we
will increase the resilience of our lSR network so if one domain capabilit) is denied (for e~ample.
due to adversary space-control activity), our understanding of the battlespace is not
catastrophically disrupted.
Ensure rapid and wide dissemination of processed ISR data. Once collected. data must be
fusc:d and analyzed and the resulting intelligence disseminated to all customers and decisionmakers at the right time. This will require layered. mutually supportive analytic capabilities:
improved intelligence generation and dissemination methods that span joint. interagency. and
international constructs: and collaboration at multiple clearance levels while maintaining
app1ropriate securit) controls.
Prioritize and pursue attribution capabilities. We will improve our abilities to attribute action
in space and cyberspace to specific actors, both state and non-state.
Rapid Global Mobility. The Air Force plays a critical role in expeditionary and deployed operations
globally. W1~ will aim to improve our effectiveness by pursuing multi-domain solutions to mobility
challenges such as:
Smart and adaptive global distribution networks (including autonomous systems and
cyberspace capabi lities) both across and within theaters to ensure the most efficient movement
and positioning of supplies. This will require a more agile posture and will take us beyond the
conventional 'hub-and-spoke' approach to one that optimizes those networks through a DODwide! approach.
Reduce the logistic tail and enhance sustainability. Highly efficient airframe and engine
designs will provide sign ificant energy savings and enhanced range capabi lities. Advanced
manufacturing techniques. such as 3-0 printing. could overcome the need to deploy a range of
spare components that may not all be needed.
Global Strilke. The Air Force will continue to be t.hc Nation's pre-eminent means ofprojectmg force
rapidly at global ranges. We will expand our precision strike capability to maximize cross-domain
integration, including a range of alternative weapons effects including some that may be temporary or
reversible.
Ope~ rate globally wbile minimizing vulnerable forward deployments. Develop capabilities to
enable full-spectrum effects in and through cyberspace. from space. or using air platforms and
sens.ors with global range.
Provide rapid or immediate effects and assessment !Jf our actions, using all sources of
information including mu lti-domain and open-source data.
Command and Control. Our C2 model will need to be agile enough to integrate air. space, and
cyberspace dfects delivered directly and remotely and by different Services or agencies. We need to
develop a ne:tworked. agi le, and self-organizing system to achieve measured eiTects at the right place and
time. We must:
Fully integrate effects achieved through the space and cyberspace domains into planning and
targeting at all levels. and be prepared to integrate effects achieved through land and maritime
domains as a Joint Task Force.
55
Ioc1reasc flexibility of C2. As well as multi-domain integration within traditional theater air
operations centers (AOCs), we must be able both to pem1it more widely distributed control and
execution. and also to infom1 and direct efforts centrally at the theater and national levels.
Ens,ure resiliency of our networks by exploiting developments in self-healing and adaptive
systems ami proactive tlcfcnse against attack !Tom all domains. especially cyberspace.
Develop tbe ability to integrate air, space, and cyberspace effects delivered by any Service in
support of the theater campaign. This will require more agile approaches to C2 in
env1ironments where freedom of maneuver and communications arc contested or denied. This
includes not only techno logical achievement. but also more flexible thought for operational and
tactiical-lcvcl execution.
Develop new and innovative methods to overcome the increasing adversary challenges to our
command and control networks.
56
Table 11: Goal and Objectives Supporting a MultiDomain Approach
Action
Other
MDA. Tbe Air Force possesses a multi-domain mindset and suitable processes that maximize agility
and provide a wide range of options to perform the Service's five core missions.
MDA.l Orient the Air Force to a mindset that intuitively considers
multi-domain options when solving comple>.. problems. to include
AU: MlD
development of doctrine and TIPs.
MOA.2 Reappraise existing compartmentalization practices and
eliminate institutional barriers to empower Airmen and organizations to
SAF/GC: NEAR
~mploy multi-domain approaches.
MDA Contributing Objectives:
AG1.4 Combine training across multiple mission sets. includinf! integrated LVC venues and
operator-in-the-loop M&S. in order to cultivate Airmen trained in agile anclrohust dec:isionmakinJ{ to devise multi-domain solutions to complex problems in Lmcertain. comesred
environments.
AG2.5 Establish an agile capability developmentfrmnework that leverages credible and
defendable knowledge resulling.fi'om development planning and experimentation activitie~ to
il!/'orm the strategic plmming and programming process decisions.
DTR.2 Develop. test and create additional non-nuclem capabilities that deter a wide range
ofadversmies. including non-state actors. and assure allies & partners. Consider low~cost
measures that generate high-cost adversw:r re.\ponses.
JSR.2 Develop a robust. survilabfe. secure architectwe to connect and integrate ISR
operations across all domains. ensuring that collection am/ ana~vtic systems (including nontraditionalJSR pla(forms m1d sensors) and users can cullahorate seamlessly.
FH1.3 Strengthen capabilities that enable freedom ofactio11 in c:vherspac:e. and en hana our
abili(l' 10 den_v the same 10 adversaries.
FH2.3 JmprOI'e Air Force command and control doctrine and implementation through stlll(V.
wargaming. am/ exercises to validate hest practices that emhrace variable models of
centrali::ationldecentralizalion. organization. and rxecution.
FH2.4 lmprove.flexibility and commonality ofour C2 and communications to illfegrate air.
.space. and cyberspace effects delivered by d(lferem Services or agencies.
FH2..5 Ensure rapid. robust glohalmobility hy developing and maintaining smart and
.adaptiv~ global and theater distribution networks to ensure the most efficient movement and
positioning ofmaterials. and by leveraging adi'Cmced design and mmn!facruring.
FH2. 7 Provide resilient installation~. infrashucture. and c:omhat support capahiliries that
enable the Air Force to project power rapid~v. effer;tively. and efficient~y.
<GCT.3 Execute u broad, balanced. and integrated S&T Program responsive to near-. mid-.
and far-term Air Forc:e priorities.
57
PURSUE A MULTI-DOMAIN APPROACH TO OUR FIVE CORE MISSIONS {MDA)
GOAL
MID (6-1 0 YR)
--~-A~
The Air Force

possesses a multidomain mlndset and
suitable processes that
maximize agility and
provide a wide range of
options to perform the
Service's five core
missions.
FAR (1 0+ YR)
~
- - - - --
OBJ ECTI'VE PLACEMENT INDICATES APPROXIMATE TIME OBJEC1TVE WILL BE ACHIEVED
LEGENDI
I xvz IANNEX OR PRIMARY AGENT
llsiUIGLOBAUINTEGRATED ISR OBJ
HI-END OBJ
OBJ
INCLUSIVENESS OBJ
MULn-DOMAJN OBJ
58
OBJ
VECTO!R: CONTINUE THE P URSU1T OF GAME-CHANGING

TECHNOLOGIES
Section Overview. The purpose of this strategic vector is not to identify specific
technologies that may become game-changers, but instead outline a strategic approach and
the supp0111ing elements necessary to bring forth the next generation of game-changing
capabilities. Game-changers do not result solely from technology, but rather from the
specific wuys in which a technology is applied in an operational capability- and how such
capabilitie~ are employed. Key elements necessary to cultivate game-changing capabilities
include innovative people, ideas and concepts, experimentation, and an active, engaged
leadership:
Imnovative people are essential for an innovative organization, and these individuals
should be discovered and developed to serve on experimentation teams.
Ide sand concepts come from casting a wide net to catch as many good ideas from
as nany sources as possible and then making many small investments to yield
resc~rch concepts and prototypes to experiment with in small venues like wargames
or <'xercises to develop operational applications.
Experimentation, through a "campaign of experiments," allows teams to explore

new ideas and capability concepts through an iterative process and develop the
in si~hts that produce innovative solutions to a problem.
Active, engaged leadership must be willing to take risk in exploring and

championing new ideas and allow ourselves to fail cheaply and adapt early.
Many of tlnese elements exist in the Air Force today. However, we must build upon them to
improve our ability to remain at the forefront of harnessing breakthroughs that shape our
future.
Fostering Game-Changing Approaches a nd Technologies. The technological advantage the Air Force
has maintained since its inception was not predestined. It was the result of a strategic choice to explore
and mature new technologies balanced with an understanding that military problems will never have final
or universal solutions. Only through a constant pursuit of science and a rapid adoption of innovation can
the security of the Nation be maintained. The story of our Air Force is a prime example of the innovative
application of game-changing approaches and technologies. Our history testilies to our ongo ing quest to
exploit new advances from the jet engine to nuclear weapons. space, stealth, cyberspace operations and
remotely-piloted systems in new approaches. We must continue to pursue radical improvements in
technology in order to maintain the asymmetric advantage ove1: adversaries. Game-changing capabilities
typically result from a technological approach applied to a military problem that radically a lters the
balance of power between potential adversaries. As mentioned in the Air Force Strategy. hypersonics.
nanotechnology, directed energy, unmanned systems, and autonomous systems each offer promising
possibilities. flowcver, in the future we will generate new combinations of technologies and domains we
cannot yet describe. or even imagine, that will shape the way our Service provides airpower. We will
59
forge ahead on a path of innovation to achieve strategic agility - breaking paradigms and leveraging
technology. The pace of change drives the imperative for agility. which implies anticipation over reaction
and shaping over responding.
People. Innovation is the result of insightful, collaborative interactions that occur when exceptional
people are brought together in creative environments. We must develop innovation catalyst::. that leverage
creative peo ple throughout the entire Air Force who are passionate about mnovation in spccitic fields and
capitalize on their natural interests and talents. Few people are naturally innovative. and the ones who are
may be overlooked for opportunities to contribute effectively because they often see things differently
than the rest of their organization. This can place them at odds with the organization and stifle their voice.
True innovators can be recogni.ted as people who" ark best in environments where ris~. openness. and
idea-sharing. arc the norm; where ideas outran~ seniority: where being wrong is not a failure: where
learning is recognized as a continual process: and who have a sense of urgency. energy. <Uld optimism.
They challe~nge their own ideas as much as those of others and continually push new ideas and approaches
for doing things. A process for discovering and cultivating such people is essential for an innovative
organization., and these ind ividuals should be candidates to serve on e:-..perimentatton teams.
Ideas and Concepts. Innovative organizations actively seek ideas from the broadest possible base. New
ideas must be sought out and given an audience. regardless of the originator's position in the organization.
We must cast a wide net to catch as many good ideas from as many possible sources while being fully
aware that innovation often comes from outside traditional DoD sources. This requires actively seeking
ideas from tlhe private sector, including from non-DoD affiliated firms , small businesses. academia, and
international! communities. Few ideas will represent viable innovations on their own in the form in which
they are proposed. However. they may contain a key concept or insight thaL when combined with other
ideas, can lead to a clearer understanding of what might be possible or provide an entirely new approach
to solving a problem. They may even lead to the solution of a completely different problem. Innovations
usually do not directly result from the original ideas themselves. Instead, they are the product of putting
ideas into an experimentation environment where creative teams of technologists and operators can
combine. explore. and develop them to discover any hidden insights. As a result. innovative ideas and
concepts should not be constrained by current doctrines or requirements of cutTent solution approaches.
Nor should they be assessed by their performance in relation to measures established for completely
ditierent soliUtion approaches. Most new ideas will perform worse than accepted solution paths being
explored from the current status quo. An innovation becomes the preferred solution approach only when
it is understood in terms ofthe new CONOPS in which it will operate and tn the context of new meas ures
appropriate lor that CONOPS.
We will mature promising technologies by making many small investments. Through our people and their
connections. we will gain access to paradigm-changing capabilities while they are still nascent. This
presents an opportunity to either adapt emerging ideas to our purpose or provide a requirement to
innovators b.ased on operational needs. This interaction will yield research concepts and prototypes with
which we can experiment in small venues like wargames or exercises to develop operational applications.
By injecting S&l opportunities into experimentation campaigns and development planning efforts. we
will increase the speed of development and assess the utility of new concepts earlier in the process.
Although the Air Force will make small investments in many promising technologies, only a small
fraction may pay off. This operating methodology is prevalent, proven, and successful in the private
sector. and works on the same principle as classic venture capital endeavors. For instance. investors in
60
Silicon Vallley expect in advance that only I0 of I00 startup investments might turn a future profit or
return on investment. Of those I0 profitable ventures. one might succeed in a spectacular way in which
the investment pay~ off 10.000 to 1. By exploring irmovative concepts and technologies to deepen our
knowledge .and understanding of their potential, we can make these investments more intelligenlly.
Experimentation. A ''campaign of experiments" is the process by which experimentation teams explore
new ideas and capability concepts for the interplay between technologies and CONOPS. develop the
insights that: produce a deep understanding of potential future environments, and discover combinations
that provide innovative solutions to a problem. For any given problem. the campaign is a sequence of
challenge-based experiments that progresses from a typical ly simple initial venue to a tina I one in wh ich
the proposed solution can be understood in an operational context. Frequent experimentation with
analysi<; anCI sharing of results are keys to ach ieving system-wide (or multi-system) innovations. Over the
course ofthe campaign. the succession of experiments explores increasingly deeper aspects ofthc
problem to develop a clearer understanding of approaches to potential solutions. This understanding will
inf01m Air Force strategic planning and S&T investments. It wi ll help answer key questions regarding
which promising technologies we invest in, given limited resources. It will also provide a greater level of
conlidence that those investments wi ll ultimately pay off and under what conditions.
Active, Eog:agetl Leadership and Institutional Mindset. An institutional mindset sh ift is required. The
Air Force must be willing to take risk in exploring and championing new ideas. despite the fact that
multiple fai lures may precede success. We must evolve culturally to value the learning outcomes and
progress gained from fail ed attempts. We must allow ourselves to fa il cheap ly and early to adapt and
avoid subsequent catastrophic failure. We must not penn it the risks associated with change to overshadow
the more detTimental risks of stagnation. The Air Force has the unique opportunity to model this
approach. which offers a relative)) inexpensive, low-risk way to seize opportunities and pursue gamechanging technologies. Leadership should encourage and facilitate interactions among organizations,
maintain the momentum of change. and resist any institutional inertia or resistance that clings to
narrowly-focused. non-integrated. single-domain solutions and processes at the expense of potentially
more promising Ar-wide. multi-domain options.
61
Table 12: Goal and Objectives Supporting Game-Changing

Technologies
Action
,------
< <
Q..
u::t
Cl)
~I<
uJt;
Other
GCT. The Air Force s ustains an asymmetric advantage over adversaries through the effective
application of game-changing approaches and technologies.
~
----~------------~--~----------------,-~--r-~-.----~
~CT. l lncmase the technical acumen of all Airmen to enable greater innovation and ~
~xperimentation.
GCT.2 Provide senior leadership with timely S&T options. best matched to the
~ecurity environment. that maintain or advance asymmetric advantages in air. space.
~nd cyberspace and that infonn and accelerate capabi lity development through
FXperimentation campaigns and developmental planning efforts.
f-'-K;CT.3 Exec:ute a broad. balanced, and integrated S&T Program responsive to near-.
~id-, and far-term Air Force priorities.
a
~
GCT Contributing Objectives:
AG2.3 Develop an "a~ile acquisition" mindsetthat challenges bureaucratic inertia.

streamlines processes. implements continuous improvement. and reduces risk through
prototyping and new engineering development models.
AG2.4 lncentivi;;e innovative solutions and improve competition in the defense industrial base
by prOl'iding transparency and stability in requirements ancl.fundin~. increasing competitire
bids. reducing de\elopmentalrisks. and encouraging partnering wirh industry.
AG2.5 Establish em aKile capability dere/opme/1/framework that leverages credible and
defenclahle lazowledge resultingjiom de1'elopme11t planning and experimentation activities to
inform the strategic planning and programming process decisions.
lN3.2 Capitali=e on the variety ofperspecriw!s and expertise rf!sident within think tanks.
academia and industry ro enrich our understandin[! ofthrears and opportunitie~.
F H2.Jincrease emphasis on RDT&Efor capabilities that ensure the abili~v to find, fix. track.
l'argel. engaKe and assess effects against critica/rargel sets m highly <.:ontesrecl enrironments.
62
CONTINUE THE PURSUIT OF GAME-CHANGING TECHNOLOGIES (GCT)
an asymmebic
advantage over
adversaries through the
effective application of
game-changing
approaches and
technologies.
OBJECTfVE PLACEMENT INDICATES APPROXIMATE TIME OBJEC11VE WILL BE ACHIEVED
LEGEND
IGLOBAUINTEGRATED ISR OBJ
AGUlY OBJ
rut_L~"">rl<:u Hi--END OBJ
INCLUSIVENESS OBJ
MULll-OOMAIN OBJ
63
J/
\ GCT
OBJ
GLOSSARY.
AETC
Air Education amJ Training Command
AFSEA
Air Force Strategic Environment Assessment
AOC
Air Operations Center
ARC
Air Reserve Components
AU
Atr University
AG
Prefix for Objectives associated with the Agility imperative
AOR
Area of Responsibility
C2
Command and Control
CA
Capabilities Annex
CAG
Commander's Action Group
CFL
Core Function Lead
CFSP
Core Function Support Plan
CIO
Chief Information Officer [refers to SAF-C IO A6]
CONOPS
Concept of Operations
CONUS
Continental United States
CPI
Continuous Process lmprovemcnt
DARPA
Defense Advanced Research Projects Agency
DoD
Department of Defense
DTR
Prefix for Objectives associated with the Vector: Provide effective 21 '~~-century
deterrence
FH
Prefix for Objectives associated with the Vector: Ensure a full-spectrum-capable. highend-focused force
FYDP
Future Years Defense Program
GCT
Prefix for Objectives associated wtlh the Vector: Continue the pursuit of game-changing
technologies
IIAt
Headquarters Air Force
HCA
Human Capital Annex
HSI
Human Systems Integration
lADS
Integrated Air Defense System
IN
Prefix for Objectives associated with the lnclusivcncss imperative
ISR
Intelligence. Surveillance and Reconnaissance
64
ISR
Preth. for Objectives associated with the Vector: Maintain a robust and llexible global
integrated intelligence. survei llance and reconnaissance capabi lity
1ST
Initial Skills Training
LVC
Live-Virtual-Constructive
M&S
Modeling and Simu lation
MAJCOM
Air Force Major Command
MDA
PretiA for Objectives associated with the Vector: Pursue a multr-domam approach to our
1ive core missions
MTLPERS
Military Personnel
MPA
Military Personnel Appropriations
O&M
Operation and Maintenance
OS/\
Open Systems Architecture
OT&E
Organi;rc. train. and equip
PCP
Planning Choice Proposal
PED
Processing. E"ploitation, and Dissemination
POM
Program Objective Memorandum
RDT&E
Research, Development, Testing. and Eva luat ion
S&T
Science and Technology
SAF/AQ
Assistant Secretary ofthe Air Force. Acquisition
SArli A
Deputy lJnder Secretary of the Air Force. International Affairs
SAF/GC
Oflice ofthc Secretary of the Air Force. General Council
SAF/LL
Legislative Liaison, Oftice of the Secretary of the Air Force
SMART
Specific, Measurable, Achievable. Realistic. Time-bound [relates to objectives]
SM P
Strategic \!laster Plan
SP3
Strategy. Planning. and Programming Process
SPA
Strategic J>ost1rre Alme>.
SPG
Strategic Planning Guidance
STA
Science and Technology Annex
TTP
Tactks. Techniques, and Procedures
WMD
Weapons of Mass Destruct ion
65

USAF Strategic Master Plan (May 2015)

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VECTOR: PURSUE A MULTI-DOMAIN APPROACH TO OUR FlVE CORE MISSIONS ............. 53

VECTOR: CONTINUE THE PURSUIT OF GAME-CHANGfNG TECHNOLOGIES ....................... 59

ANNEX A- HUMAN CAPITALANNEX .... ..... ..................................... .................. .......A-1

Scope and Structure of the Strategic Master Plan

STRATEGIC MA5TER PLAN

Hum;nn Capital Annex

Strategic Posture Annex

Sci & Tech Annex

Figure 1: Internal Structure of the SMP

Air Force Strate

Imperatives (AG, IN)

Assessmmt and Revision

Terms and Definitions

SMP objectives adhere as far as possible to the SMART (specitic, measurable.

SMP SMP C.J\

Airman Development and Education, specifically related to recruiting and new

Op,erational Training and Employment through new and affordable approaches to

Development, emphasizing agility through modularity, system

Organizations through new and more agile structures and processes.

Development and Education

Pursue modular, adaptable, and upgradcable solutions. A modular approach to capability

Operational Training and Employment

CLASS! FICATION: UNCLASSIFIED

Reuwvate Organizational Processes and Structures. We will train Airmen to be skilled

Table 1: Goal and Objectives Supporting Agility

AG1.2 lmpllement an individually tailored, generational ly appropriate. o

initiative. support productive failure in pursuit of innovation. provide

AG 1.4 Combine training across multiple mission sets, including

integrated LVC venues and operator-in-the-loop M&S. to cultivate

NEAR (05 YR)

OBJECnVE PLACEMENT INDICATES APPROXIMATE TIME OBJEC1lVE WILL BE ACHIEVED

I XYZ IANNEX OR PRIMARY AGENT

IISR#IGLOBAUINTEGRATED ISR OBJ

FULl-SPEC HJ.END OBJ

Table 2: Goal a nd Objectives Supporting Agility

smartly. efficiently, and cost-effectively. As integrator. the Air Force

~G2.2 Improve acquisition tradecraft and business acumen by actively

IAG2.4 lncentivize innovative solutions and improve competition in the defense

fmm experimentation. and results from cost capability analysis.

AG2 Cont~ibuting Objectives:

DEVELOPMENT AND EDUCATION, CAPABILITIES DEVELOPMENT, OPERATIONAL TRAINING AND

I xvz I ANNEX OR PRIMARY AGENT

E IGLOSP.uwTEGRATEO ISR OOJ

GAME-CHANGING TECH OBJ

Table 3: Goal and O bjectives Supporting Agility

AG3.3 Educate, train, and empower Airmen to implement agile, tailored

approaches to organization and accountability, to modify

I xvz IANNEX OR PRIMARY AGENT

llsUIGLOBAlliNTEGRATED ISR OBJ

r r-ut_,__..,,..,o:" HI-END OBJ

FAR (10+ YR)

\ GCTIJGAME-CHANGING TECH OBJ

Structure of the Air Force Team

Operational! Utilization of the ARC

Air Foret~ Culture

alone will not ensure success. An environment of inclusiveness serves as a necessary

by lteading or partnering in high-protile, competitive endeavors.' We need to improve how we

Table 4: Goal and Objectives Supporting Inclusiveness

IN1.4 Devisee and implement a transparent process to collect, categorize. and

INl Contributing Objective:

INCLUSIVENESS, GOAL 1 (IN1)

I XYZ IANNEX OR PRIMARY AGENT

~GLOBAlllNTEGRATED ISR OBJ